Eres un emprendedor que busca crear asociaciones. ¿Cómo puedes usar la negociación para salir adelante?

Get to know your partner's journey. Ask yourself and them "How did we get here?" Get to know how this partnership impacts not only the business side but his personal life. Ask them about their top 3 expectations regarding the partnership and what do they mean to them personally. Compare them with yours. Do you find shared interests? Begin there: What does each other bring to the table to make those shared visions a solid journey to the future? Now, back to the top 3 expectations. Did you find disagreement somewhere? Can you find new resources in those collaborative synergies you explored? Can they help you address those conflict points? Build on it as a team. The positive path you both envisioned is the main incentive.

Loss aversion is one of the biggest obstacles you will find. You can offer a lot but the fear of loss weights two times as much as an equal reward. These are the circumstances under which we expect to find concession aversion, a systematically different evaluation of concessions made and of concessions received, valuing a possible concession less if it is made by the opponent than by one’s own side. You will also find problems with fairness. Actions that impose losses relative to an acceptable reference standard are viewed much more severely than actions (or omissions) that merely fail to provide a gain. Make your concessions to find ways to reduce the costs of agreement to your partner (in other words, to avoid imposing losses).

As an entrepreneur, if you are in the early stages it’s easy to rush into partnerships without fully considering the long term implications. Your negotiating power is very much determined by your market maturity, so it would be easy to negotiate a deal which seems good today but in a year from now seems much less favourable. In a great partnership, both need to bring something the table that compliments the other so I would start with an audit of each others strengths and weaknesses, as well as future do’s and won’t do’s. If I’m strong at sales and your skill is operations - great. If I aspire to be CEO and so do you - not so great. Forging partnerships is actually the easier part. Maintaining them long term is the true test!