Applying RONO™

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The RONO™ model fits most commercial transactions.

The RONO™ model has been designed to fit most commercial negotiation situations including those:

  • requiring flexibility of negotiation style – personal, organisational, or cultural
  • recurring transactions with existing customers or new customers
  • having an existing customer base with new negotiation team or members
  • with more recalcitrant participants or organisations
  • customers you can’t afford to lose.

The type of commercial transaction appropriate for the RONO™ model would be normally:

  • high value – monetarily and functionally
  • critical to the organisation’s business process, cash flow, overall value and survival
  • with overseas parties or customers – export and import – especially in Asia
  • greenfield transactions where new business opportunities and relationships are identified
  • involving products and services which are core to the organisation and business process
  • involving products and services sensitive to outside forces (e.g. commodity prices, interest rates) and world markets
  • complex and may require a lengthy commercialisation process

Business functions suitable for RONO™ model include:

  • sales and marketing
  • purchasing and procurement
  • acquisitions and mergers
  • government and trade negotiations
  • joint venture negotiations
  • business development
  • strategic alliances and partnerships

RONO may not be appropriate for business processes:

  • which are not essentially ‘commercial’ by nature
  • which rely on multi-customer transactions
  • which are subject to ongoing conflict resolution and management
  • which are before arbitration, litigation or other court actions
  • where organisations or their representatives are restricted by other set practices (e.g. strict tendering processes).

Where might RONO™ STRATEGIES assist you?

  • Needing to establish creditability – internally and with your customer. (Relationship Phase)
  • Securing a commitment to meet; face-to-face/virtual/Zoom? (Relationship Phase)
  • Need to be aware of and understand cultural differences. (All Phases)
  • Managing too many options? What if ‘no options’? (Relationship and Options Phases)
  • Being an ‘aggressive’ listener, involving the team, summarise regularly. (All Phases)
  • Knowing your customer (commencement of negotiation!). (Relationship Phase)
  • Researching and understanding your competition – essential. (Relationship and Options Phase)
  • Needing to continually review your options in arguments and strategy. (Option Phase)
  • Identifying a wish list; key negotiable terms; term sheet. (Options Phase)
  • Needing to continually test assumptions and arguments. (Option and Negotiation Phases)
  • Managing ‘egos’; understanding the power of ‘humility’, role of humour and light wit. (Negotiation Phase)
  • Establishing meeting location (face to face/virtual), team size; team leader’s role; who opens first? (Negotiation Phase)
  • The use of ‘spin’ and its impact on your (or corporation’s?) creditability. (Negotiation Phase)
  • Recognising or responding to ‘poor form’ or ‘misleading’ statements – your side/their side – impact on your/corporation’s integrity? (Negotiation Phase)
  • Understanding leveraging, packaging, conceding too soon; and knowing your ‘walk away’. (Options and Negotiation Phases)
  • Being aware of ‘gut spilling’, ‘getting creamed’ or ‘matching goliath’ (possible intimidation). (Options and Negotiation Phase)
  • Having an awareness of basic defences against threats and aggressive behaviour. (Negotiation Phase)
  • Understanding the subtext, mindset, body language and when and how to say ‘no’; closing off options. (Negotiation Phase)
  • Managing the ‘pause’. (Negotiation Phase)
  • When to change negotiators. (Negotiation and Outcome Phases)
  • Considering your closing strategies, sealing the deal – more concessions? (Outcome Phase)
  • Recognising the ‘god’ is in the detail. (Outcome Phase)
  • Understanding the drafter’s advantage/disadvantage; legal input. (Outcome Phase)
  • Positive always. (All Phases)

The RONO™ ‘Personality’ – Be Yourself

In the world out there, we see, experience and read about all types of personalities and behaviours (aggressive, patient, cunning, etc) engaged in negotiation and the commercialisation process – many very successful and many not so successful. RONO™ does not assume or presume a specific personality type engaging in the commercialisation and negotiation process. It is a model which assumes that you ‘be yourself’. This makes RONO™, as a coaching resource, very flexible and adaptable for you in most negotiation situations, especially accommodating a wide range of individual personalities.

Ask ‘What does RONO™ say?’

Ecco hopes that, as an online coaching resource, RONOSTRATEGIES.COM can assist you or your corporation by ADDING VALUE and SETTING A STANDARD to your negotiation outcomes and future commercialisation processes.

So when during the course of your commercialisation process you are not sure what’s required to develop a relationship, encounter a challenging negotiation issue, need to look for some new direction or new strategy, need to convince management of a new strategy or facing an aggressive opponent, ask ‘what does RONO say?’ and check out what RONOSTRATEGIES.COM might say!