Mañana Man Expands Hostage Assault —DeWese
So, while the rest of you are having a great summer vacationing at Disney World, Las Vegas, Cape Cod and the Jersey Shore, I'm stuck here, a lone champion for the printing industry, cooking stew for my prisoners. Or, maybe, you are summering in your second home on Martha's Vineyard or the Hamptons while I'm supervising group activities for the bunch of whining, sniveling bankers and print buyers.
They all want to negotiate their release or special treatment. After all, they're great negotiators—they are bankers and print buyers. They are used to holding all the cards as in, "I've got the money you want, so pay our fees and jump our fences." Or, "I've got the purchase orders, so give me the lowest bid or turn off your presses."
But, this time, I have the negotiating advantage. I've got the keys to their Quonset hut quarters, the quarters for the pay phones and control of the daily menus. (I took great delight in confiscating their cell phones.) This frustrates the hell out of my hostages because they only know how to negotiate when they have total control. They don't know the principles of, or the value of, sales negotiations.
You see, I view selling and negotiating as the same thing. In both situations, you are trying to persuade someone else to your point of view. I have to do it all the time when I represent selling shareholders of printing companies. I have to negotiate (sell) with my client and I have to sell (negotiate with) the buyers.
Usually, my client's brother-in-law, the accountant, told him his company is worth $20 million. The brother-in-law read the price that WorldCom paid for Sprint and applied the same stupid math to my client's printing company. The buyer, on the other hand, wants to steal the printing company by offering $10 million. You get the picture. I've got a lot of selling to do. I have to effectuate a compromise that represents fair value to both parties.