The New Normal Negotiations (Asymmetric Information) 13 Feb 2010 London 1 Tuesday, 23 February 2010
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The New NormalNegotiations (Asymmetric Information)
13 Feb 2010London
1Tuesday, 23 February 2010
Copyright
2
John B. Corey Jr.Chelsea Private Equity, LLC
2Tuesday, 23 February 2010
CopyrightThis work is licensed under the Creative Commons Attribution-Noncommercial-Share Alike 2.0 UK: England & Wales License. To view a copy of this license, visit
http://creativecommons.org/licenses/by-nc-sa/2.0/uk/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
This work is licensed under the Creative Commons Attribution-Noncommercial-Share Alike 2.5 UK: Scotland License. To view a copy of this license, visit http://creativecommons.org/licenses/by-nc-sa/2.5/scotland/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
This work is licensed under the Creative Commons Attribution-Noncommercial-Share Alike 3.0 United States License. To view a copy of this license, visit http://creativecommons.org/licenses/by-nc-sa/3.0/us/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
This work is licensed under the Creative Commons Attribution-Noncommercial-Share Alike 3.0 New Zealand License. To view a copy of this license, visit http://creativecommons.org/licenses/by-nc-sa/3.0/nz/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
This work is licensed under the Creative Commons Attribution-Noncommercial-Share Alike 2.5 Australia License. To view a copy of this license, visit http://creativecommons.org/licenses/by-nc-sa/2.5/au/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
This work is licensed under the Creative Commons Attribution-Noncommercial-Share Alike 2.5 Israel License. To view a copy of this license, visit http://creativecommons.org/licenses/by-nc-sa/2.5/il/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
This work is licensed under the Creative Commons Attribution-Noncommercial-Share Alike 2.5 India License. To view a copy of this license, visit http://creativecommons.org/licenses/by-nc-sa/2.5/in/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
2
John B. Corey Jr.Chelsea Private Equity, LLC
2Tuesday, 23 February 2010
Introduction
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3Tuesday, 23 February 2010
IntroductionJohn B. Corey Jr.
BS in Computer Science
www.LinkedIn.com/in/JohnCorey
Follow me on Twitter -> www.Twitter.com/John_Corey
25+ years of real estate investing ; UK resident since 1994
UK, US - spanning 11 time zones
www.ChelseaPrivateEquity.com/blog
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3Tuesday, 23 February 2010
Why Are You Here?
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4Tuesday, 23 February 2010
Why Are You Here?
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Why are you here? Let’s negotiate today’s session goals
4Tuesday, 23 February 2010
Why Are You Here?
4
Why are you here? Let’s negotiate today’s session goals
What do you fear?
What if your fear is actually true? How bad could it be?
4Tuesday, 23 February 2010
Why Are You Here?
4
Why are you here? Let’s negotiate today’s session goals
What do you fear?
What if your fear is actually true? How bad could it be?
How will you know if you are getting better at negotiating?
4Tuesday, 23 February 2010
Why Are You Here?
4
Why are you here? Let’s negotiate today’s session goals
What do you fear?
What if your fear is actually true? How bad could it be?
How will you know if you are getting better at negotiating?
What does the word ‘negotiate’ actually mean to you?
4Tuesday, 23 February 2010
Why Are You Here?
4
Why are you here? Let’s negotiate today’s session goals
What do you fear?
What if your fear is actually true? How bad could it be?
How will you know if you are getting better at negotiating?
What does the word ‘negotiate’ actually mean to you?
Let’s go back to square one (‘first principles’)
4Tuesday, 23 February 2010
Definition: Negotiation
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negotiation |nəˌgō sh ēˈā sh ən|noun (also negotiations)discussion aimed at reaching an agreement
noun1 (negotiations) the negotiations resume next week: discussion(s), talks, deliberations; conference, debate, dialogue, consultation; mediation, arbitration, conciliation.2 the negotiation of the deal: arrangement, brokering; settlement, conclusion, completion, transaction.
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Why Are You Negotiating?
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6Tuesday, 23 February 2010
Why Are You Negotiating?Decide what your high level goals are. A sense of direction
Avoid assumptions about what will happen. Keep an open mind
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6Tuesday, 23 February 2010
Why Are You Negotiating?Decide what your high level goals are. A sense of direction
Avoid assumptions about what will happen. Keep an open mind
Why is the other person there? The counterparty must have a reason for engaging with you. Find out what it is. It might take time as you likely need to build trust first
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6Tuesday, 23 February 2010
Why Are You Negotiating?Decide what your high level goals are. A sense of direction
Avoid assumptions about what will happen. Keep an open mind
Why is the other person there? The counterparty must have a reason for engaging with you. Find out what it is. It might take time as you likely need to build trust first
Know your position at all times. Spend more time doing your homework than negotiating
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6Tuesday, 23 February 2010
Background & Homework
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7Tuesday, 23 February 2010
Background & HomeworkReseach the facts. For real estate figure out the details about the property, who the owner of record it, what else might be on the property title, the numbers, the area details, the demographics
You cannot brainstorm for ways to make a deal work if you do not even know what you are dealing with. Grab the bull by the horns. And keep an open mind
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7Tuesday, 23 February 2010
Background & HomeworkReseach the facts. For real estate figure out the details about the property, who the owner of record it, what else might be on the property title, the numbers, the area details, the demographics
You cannot brainstorm for ways to make a deal work if you do not even know what you are dealing with. Grab the bull by the horns. And keep an open mind
Understand the counterparty’s problems. They do not volunteer the ugly stuff to a stranger. Get to really know them. Two ears, one mouth. Listen. [Bring duct tape if necessary - joke!]
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7Tuesday, 23 February 2010
Use a Process
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8Tuesday, 23 February 2010
Use a ProcessUse a standardize process to stay on target. Scaleability is improved.
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8Tuesday, 23 February 2010
Use a ProcessUse a standardize process to stay on target. Scaleability is improved.
Turn your process into a methodology. Brand/name the methodolgy
Methodologies have visible attributes: forms, checkpoints, deliveries
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8Tuesday, 23 February 2010
Use a ProcessUse a standardize process to stay on target. Scaleability is improved.
Turn your process into a methodology. Brand/name the methodolgy
Methodologies have visible attributes: forms, checkpoints, deliveries
Tangent: People pay more for a methodology than they will pay to rent time from a person. The Big 4 sell methodologies. Security & trust
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8Tuesday, 23 February 2010
Use a ProcessUse a standardize process to stay on target. Scaleability is improved.
Turn your process into a methodology. Brand/name the methodolgy
Methodologies have visible attributes: forms, checkpoints, deliveries
Tangent: People pay more for a methodology than they will pay to rent time from a person. The Big 4 sell methodologies. Security & trust
You can build trust with a stranger when you show them how you will use a methodology to safeguard their position; to solve their problems
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8Tuesday, 23 February 2010
Methodology
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9Tuesday, 23 February 2010
Methodology(1) Initial contact - standardize the info you collect
Educate the counterparty as to the steps they can expect (1-7)
Do what you tell them you will do. Make it easy for them to see you are doing it. Reports, check lists, email updates
(2) Research the property & collect all the background info
(3) Interview the counterparty to fill in the gaps plus verify the info; due diligence. Remember, verify the facts independently
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Methodology (cont.)
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10Tuesday, 23 February 2010
Methodology (cont.)
(4) Present your offers. Yes, seriously consider presenting multiple offers so the seller has choice
Explain how the each offer addresses what the counterparty needs. Logically, let them write the offer
(5) Follow up to get closer one way (deal) or another (no deal)
(6) Execute to plan following on the methodology. No ad-lib
(7) Manage steps after agreement to completion using the methodology
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10Tuesday, 23 February 2010
Poker Face
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11Tuesday, 23 February 2010
Poker Face
Be prepared to walk away.
No deal should be a make or break deal. Avoid those situations
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11Tuesday, 23 February 2010
Poker Face
Be prepared to walk away.
No deal should be a make or break deal. Avoid those situations
Let the counterparty come back to you. If your offer is a good one then let it stand. Be in no rush to change or improve your offer
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11Tuesday, 23 February 2010
Poker Face
Be prepared to walk away.
No deal should be a make or break deal. Avoid those situations
Let the counterparty come back to you. If your offer is a good one then let it stand. Be in no rush to change or improve your offer
Silence is your friend.
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11Tuesday, 23 February 2010
Poker Face
Be prepared to walk away.
No deal should be a make or break deal. Avoid those situations
Let the counterparty come back to you. If your offer is a good one then let it stand. Be in no rush to change or improve your offer
Silence is your friend.
Let the counterparty speak first. First person to specify a number looses
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11Tuesday, 23 February 2010
F.U.D.
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12Tuesday, 23 February 2010
F.U.D.Fear, Uncertainity & Doubt are the three horseman that will kill many a deal. Sometimes you have it and sometimes the counterparty has it.
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12Tuesday, 23 February 2010
F.U.D.Fear, Uncertainity & Doubt are the three horseman that will kill many a deal. Sometimes you have it and sometimes the counterparty has it.
Break down the issues. Smaller issues are easier to handle
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12Tuesday, 23 February 2010
F.U.D.Fear, Uncertainity & Doubt are the three horseman that will kill many a deal. Sometimes you have it and sometimes the counterparty has it.
Break down the issues. Smaller issues are easier to handle
Use checklists so you do not miss things
Share the checklists so the counterparty knows you have them covered and your competition is not equally prepared
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12Tuesday, 23 February 2010
F.U.D.Fear, Uncertainity & Doubt are the three horseman that will kill many a deal. Sometimes you have it and sometimes the counterparty has it.
Break down the issues. Smaller issues are easier to handle
Use checklists so you do not miss things
Share the checklists so the counterparty knows you have them covered and your competition is not equally prepared
Reduce F.U.D. by reviewing so many deals you know the checklist by heart
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12Tuesday, 23 February 2010
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