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TAKING CHARGE!
A New Way of Negotiating that Gurantees Your Success
The PRAM Model |
This program picks up where the Harvard University program Negotiating to Yes (From the book: Getting To Yes) leaves off. Instead of a set of principles, Taking Charge! is built around Ross's four-step PRAM Model, which is the only model in existance that accurately depicts the entire negotiation process. PRAM is an acronym for the four steps of the model, which are: Plans, Relationships, Agreements and Maintenance. During this program, Ross will show you how to routinely achieve spectacular results in your negotiations with your customers, suppliers, labor unions and employees. Here's what a day with Ross Reck can do for your organization:
- Hunt-Wesson Foods had just come off a disastrous sales year and the sales organization was under tremendous pressure to turn things around. The company put its entire sales staff through Ross Reck's Taking Charge! program and, the very same year, the company set a sales record.
- Janssen-Ortho, Inc., a pharmaceutical company in Toronto, had a product called Duragesic, which is a timed-release patch for managing pain used chemotherapy patients. The sales curve for this product was pointing steeply downward. The sales force was taught how to Take Charge using Ross Reck's PRAM Model and immediately, the sales curve started pointing straight up and the product is thriving today.
- The Construction Machinery Division of John Deere was struggling and had never turned a profit during the first 23 years of its existence because Caterpillar owned the market. Several key people from the marketing department attended a Taking Charge program featuring the PRAM Model and the very same year, the division turned its first profit and it has been profitable ever since. Over the last several years, John Deere has taken a large amount of market share away from Caterpillar.
- Using the PRAM Model, a fifteen year labor contract was negotiated between Magma Copper Company and the United Steel Workers Union that brought about annual double-digit productivity gains for Magma and $5,000 annual productivity bonuses for the hourly wage employees. The story made the front page of the Wall Street Journal.
- Cyprus-Bagdad Copper Company was closed because of depressed copper prices. The employees who were laid off and the company's management were certain that the mine would never open again. The company's purchasing department used the PRAM Model to negotiate price reductions with its suppliers which resulted in the mine re-opening at full capacity in less than two months.
Upon completion of this program, participants will be able to:
- Develop plans to achieve spectacular results
- Build relationships that lead to "yes"
- Negotiate agreements that make both parties better off
- Get others excited about telling you "yes" over and over again
- Achieving a more rewarding and fulfilling personal live
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Module One: Introduction to Negotiation
I. Basic Elements of Negotiation
-People
-Motivation
II. Conventional Methods of Negotiation
- Win-Lose
- Win-Win
III. The PRAM Model
Module Two: The Mechanics of Using the PRAM Model
I. Step One: Developing Plans to Achieve Extraordinary Results
- Identify Those People Who Stand Between You And Success Or Failure
- Determine What You Want From Them
- Anticipate What They Want From You
- Determine What You Can Do For These People That Will Motivate Them To Do What You Want Done In Return
II. Step Two: Building Relationships That Lead to Yes
- Recognize The Important Role That Relationships Play In Successful Negotiations
- Plan Situations Which allow Relationships To Develop
- Cultivate Your Relationships
- Don't Get To Business Too Quickly
III. Step Three: Forming Agreements That Make Both Parties Better Off
- Confirm Your Assumptions About The Other Party
- Implement Your Plan
- Jointly Resolve Problems
- Finalize The Agreement
- Ugly Orange Role Play Exercise
IV. Step Four: Maintaining the Momentum
- Maintain Your Agreements
- Maintain Your Relationships
- Maintain Your Plans
V. Using the PRAM Model As A Diagnostic And Problem Solving
Tool
- People Who Are In Power Positions - sole source suppliers
- People Who Are Irate
- People Who Are Difficult
- People Who Insist on Win-Lose Negotiating
VI. Hands-On Negotiation Planning Exercise
During the final half-day of the program participants will divided into "consulting groups" of 4-6 people and given the opportunity to develop a solution to a negotiation problem that someone in the group is currently experiencing. This is where learning is transferred into action. The goal is to build participants' confidence in using what they've learned during the program and to make sure they are able to transfer this knowledge to their specific jobs. Several of the groups will be given the opportunity to present their solutions to the rest of the class.
VII. Factors That Differentiate People Who Get Average Results from Those Who Get Outstanding Results
- Balance
- Integrity
- Patience
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