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<\/b> has \u2013 because someone the crucial question<\/b> placed, introduced an unusual idea<\/b> 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<\/b>, careful Preparation<\/b>, Trust<\/b> and the willingness to, new paths<\/b> to allow. From these experiences, the Emarticon negotiation model <\/b>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.<\/p>\n<\/div><\/div><\/div> Proven strategies for successful purchasing negotiations.<\/p>\n<\/div><\/li> Why interests are more important than positions.<\/p>\n<\/div><\/li> How to recognize the right time to negotiate.<\/p>\n<\/div><\/li> The Emarticon negotiation model \u2013 seven principles from 25 years of project experience.<\/p>\n<\/div><\/li><\/ul><\/div><\/div><\/div><\/div>![](\"https:\/\/emarticon.de\/wp-content\/uploads\/Clemens-Mauer-Top-scaled.jpeg\" "\\"Clemens")
<\/span><\/div><\/div><\/div><\/div><\/div>What you can expect on this page<\/h2><\/div><\/div><\/div>