Looking back on more than 25 years of negotiation experience, I don't immediately think of particularly tough negotiations or spectacular deals. I think of the moments when... suddenly a new opportunity opens up has – because someone the crucial question placed, introduced an unusual idea or has viewed a deadlocked situation from a different perspective. These experiences have shaped my understanding of negotiation. In my view, good purchasing negotiations are not decided by pressure or the better argument. They arise from clarity, careful Preparation, Trust and the willingness to, new paths to allow. From these experiences, the Emarticon negotiation model It was developed. It is not a theoretical concept or a rigid method, but a model of thought that summarizes the principles that have proven themselves in many years of project practice.

What you can expect on this page

  • Proven strategies for successful purchasing negotiations.

  • The most common thinking errors – and how to avoid them.

  • Why interests are more important than positions.

  • How to recognize the right time to negotiate.

  • The Emarticon negotiation model – seven principles from 25 years of project experience.

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The biggest mistake

Many believe that successful negotiations are decided by the better argument. After more than 25 years in strategic procurement, I see things differently. Good negotiators need convincing arguments and clear demands – but these alone are rarely decisive. They only become effective when they come at the right time, address the actual conflict of objectives, and take the other side's interests into account.

Successful negotiations begin not with speaking, but with understanding.

Those who argue too hastily often answer questions that the other side hasn't even considered yet. Conversely, those who first listen, observe, and understand their counterpart's motivations often recognize opportunities that were previously invisible.

In my experience, the loudest or most quick-witted negotiators are therefore not the ones who win. Those who create clarity, understand people, prepare thoroughly, and recognize the right moment are decisive.

The Emarticon negotiation model

The 7 principles of successful negotiators

I have repeatedly witnessed purchasing negotiations that failed not because of price or arguments. They failed because, from the outset, there was no clarity about what the negotiation was really about.

This happens more often than you'd think. Discussions often focus on terms and conditions, even though the real sticking point is time, security of supply, or long-term risk. As long as these issues remain unresolved, both sides are negotiating the same topic – but not the same goal.

Clarity doesn't come at the negotiating table – but long before.

For me, every successful purchasing negotiation therefore begins long before the first conversation. I want answers to five key questions:

  • What goals are we pursuing – and what are their priorities?
  • What interests lie behind our own goals and demands?
  • Where do our negotiating options lie?
  • What realistic alternatives do we have if no agreement is reached?
  • On what assumptions are our assessments based – and which of them are reliable?

The alternatives are often underestimated. Anyone entering a negotiation without knowing their options is negotiating from a position of dependency. Knowing your options provides security and leads to better decisions.

Clarity, therefore, means far more to me than just good preparation. It means recognizing the true goal behind the demands and mentally structuring the negotiation even before it begins. Only on this basis can negotiation strategy, communication, and tactics achieve their full effect.

In many negotiations, an enormous amount of time is invested in figures, contracts, and arguments. It's easy to forget who ultimately decides: people negotiating with people…

Each party to the negotiation table brings their own goals, interests, and constraints. Some are under considerable time pressure, others have to meet internal targets or justify decisions to superiors. Anyone who doesn't understand these circumstances will misinterpret many reactions.

People don't just make rational decisions – they make them primarily emotional ones.

For me, every good negotiation therefore begins with understanding the person behind the position. These five questions are crucial for me:

  • What interests and goals truly motivate the other side?
  • What constraints or conditions influence their decisions?
  • What expectations and concerns play a role?
  • Who actually decides – and who influences the decision?
  • How can I build trust instead of creating unnecessary resistance?

The better I understand the other party, the easier it is for me to identify common interests and potential solutions. Often, simply changing perspective can alter the entire course of a negotiation.

Understanding people, therefore, does not mean seeing through or manipulating them. It means taking their motivations seriously. Successful negotiations don't arise when positions clash – but when interests are understood.

I have yet to witness a successful purchasing negotiation won through improvisation. The best negotiators often appear spontaneous – in reality, they are usually exceptionally well-prepared.

For me, preparation begins where a good analysis becomes a concrete negotiation strategy. It's no longer about the "what," but about the "how." What levers do I have at my disposal? Which demands are truly important? Where am I willing to compromise, and what scenarios do I need to consider?

Good preparation provides answers to five key questions:

  • What arguments and levers can advance the negotiation?
  • Which demands are indispensable – and where is there room for maneuver?
  • What objections and reactions from the opposing side are likely?
  • What roles and powers do the members of our negotiating team have?
  • How can I prepare for the negotiation so that I can remain capable of acting even under pressure?

Mental preparation is particularly important to me. 

Those who have considered various scenarios before the negotiation react more calmly, flexibly, and confidently in critical situations. This is often where the difference between a spontaneous reaction and a conscious decision arises.

Preparation, therefore, does not mean planning every detail. It creates the confidence to concentrate on the essentials at the crucial moment.

Over the past 25 years, I have witnessed exceptionally well-prepared negotiations that nevertheless failed to achieve the desired outcome. Not because the negotiation strategy was flawed – but because the necessary trust was lacking.

For me, trust is not a "soft" factor. It is the foundation of every successful purchasing negotiation. People don't make decisions solely based on numbers or arguments. They also decide based on whether they trust the other party to honor agreements and act fairly.

Trust is not created by chance. It is created through behavior.

Therefore, I pay attention to five points in every negotiation:

  • Show genuine interest in the person you are speaking to.
  • Listen first, then argue.
  • Address difficult topics openly and respectfully.
  • Keep your promises and act predictably.
  • Looking for common solutions – not for winners and losers.

 

Trust doesn't mean giving in to everything or avoiding conflict. On the contrary: those who openly address critical issues while remaining respectful often create the foundation for sound decisions.

For me, trust is therefore not a result of a successful negotiation. It is one of its most important prerequisites.

Thorough preparation is a prerequisite for successful negotiations. However, it alone is not enough to achieve the desired outcome. The crucial factor is whether one can actively shape the course of the conversation. Those who merely react to demands, arguments, and objections cede control to the other side.

For me, guiding a negotiation doesn't mean dominating the conversation. It means providing structure, listening attentively, and actively moving the process forward.

Effective negotiation arises from clarity – not from volume.

During the negotiation, I therefore pay particular attention to five points:

  • Keep the agenda and time frame in mind.
  • Gather information and clarify motives by asking targeted questions.
  • Summarize what you have heard to avoid misunderstandings.
  • Consciously set demands and anchors instead of giving in prematurely.
  • Develop new options and exchange concessions, not give them away.

Listening is often underestimated. Those who talk too much learn little about the other side's actual room for maneuver. Questions, pauses, and concise summaries, on the other hand, help to refocus the negotiation on the essentials and reveal potential solutions.

For me, therefore, managing negotiations means always knowing where the negotiation stands, which points are still open, and what the next sensible step should be. This way, even a difficult conversation becomes a structured process – even when positions are far apart or emotions run high.

In difficult negotiations, there is often a moment when the dynamics change. New information comes to light, priorities shift, or the other side signals a willingness to move forward for the first time.

Those who overlook this turning point often miss the best chance for a solution.

You can't force the right moment – but you can prepare for it. For me, that means staying attentive throughout the entire purchasing negotiation and not rigidly sticking to my own script. I pay particular attention to the following signals:

  • The opposing side asks new questions or changes its argumentation.
  • A previously firm position is now being formulated more cautiously.
  • Time pressure, internal constraints, or new decision-making processes become apparent.
  • After a break, other options suddenly emerge.
  • A dead end forces both sides to reassess their previous positions.

In negotiations, such a window of opportunity is referred to as a "window of opportunity." It is crucial not to confuse it with giving in prematurely. Anyone wishing to seize this moment must know which solution is viable, which concessions are possible, and what they expect in return.

Often, consciously slowing down the pace helps: asking questions, allowing for a pause, summarizing interim results, and developing options before evaluating them. Sometimes, the turning point occurs precisely when there is no immediate reaction.

Recognizing the right moment is therefore not just a matter of gut feeling for me. It is the result of preparation, careful observation, and the willingness to adapt one's negotiation strategy to a changing situation.

Over the course of my career, I've witnessed many negotiations that appeared successful on paper – yet ultimately failed. Not during the negotiation itself, but afterwards.

A truly good negotiation doesn't end with a signature. 

It only ends when the agreements reached work in everyday practice and are reliably implemented by both sides. For me, a sustainable negotiation outcome means far more than just favorable terms. Crucially, the agreements must form a sound basis for future cooperation.

Therefore, after every important negotiation, I ask myself five questions:

  • Are the agreements clear and feasible for both sides?
  • Have we adequately considered the interests of both sides?
  • Are the next steps and responsibilities clearly defined?
  • Is the relationship resilient enough to withstand future challenges?
  • What can we learn from this negotiation for the next one?

This last point is often underestimated. Every negotiation provides valuable insights – about the market, the negotiating partner, and one's own approach. Those who systematically use these experiences improve continuously.

For me, a negotiation is therefore only truly successful if it not only achieves a good result, but also ensures its implementation and creates a solid basis for further cooperation.

In „Impulses“I share further experiences, food for thought and new perspectives from my project practice.

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The Emarticon negotiation model in practice

The Emarticon negotiation model forms the methodological framework of our work. We support companies in applying the seven principles to individual negotiation situations and strategic challenges.

In this way, a proven model of thought becomes a practical approach that provides guidance, facilitates decisions and makes negotiations sustainably more successful.

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From strategy to successful implementation

Use the services of Emarticon for your company's success

Use the services of Emarticon for your company's success

Here's how we'll support you:

  • Develop and refine negotiation strategies
  • Professionally prepare for critical purchasing negotiations
  • Providing support as a sparring partner in challenging negotiation situations
  • Actively participate in or completely take over negotiations
  • Sustainably develop negotiation skills within the team
  • Establish negotiation processes within the company for the long term.

Negotiation strategy: a successful example with Clemens Rinnebach

The major bank, pbb Deutsche Pfandbriefbank AG, was striving for a significant digitization in procurement. Clemens Rinnebach and his network of experts took the lead of the negotiations with large IT service providers in the sub-areas of mainframes, servers, network administration and end customer data processing. A key feature of the negotiated contract was the measurement of performance based on the value generated for the company.

Cost reduction in the project

EUR 10 million

Our outstanding achievement: a cost reduction of around 10 million euros.