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Identifying WEB Requirements


Disciplines > Negotiation > Activities > Identifying WEB Requirements

Walk-away | Expectation | Best-case | See also


When you are planning for your negotiation, you need to consider three positions on the scale of what you want. These helpfully, spell the acronym WEB, to help you remember these. This will also give you the range of deals you may want to consider in the negotiation (Note: this is very close, but not identical, to the principle of Needs, Wants and Likes).

In doing this, understand the variables that you may have to consider in the deal, such as money, time, quality and hassle.


First, decide the minimum you will accept from the other side, after which you will walk away from the negotiation, abandoning the deal. Write this down and review it to ensure you are comfortable with this.

You can also at this time start developing your walk-away actions so you can be comfortable with walking away if you do not get your walk-away requirements.


Now consider what is reasonable, and which you will be happy to get out of the negotiation. Include in this both what you will receive and what you will be prepared to give for this.

A useful way of creating a reasonable expectation is to look at what has been done in the past. For example if you are buying or selling a home, look at sale prices (not sticker prices) of similar properties.


Finally consider the best case of what you might get, for example if the person selling a house you want to buy is very keen to sell soon, then you could expect to get a good discount on their price.

There are two dangers in seeking best cases. First, you can be over-optimistic and expect everything for nothing. The reverse is that your best case is actually worse than you could actually get. The idea is that you would normally start the negotiation at your best case. If they immediately say yes, you may wonder if you could have got more.

See also

Prioritizing, Finding variables, Needs, Wants and Likes, Developing Your Walk-away, Developing the concession strategy

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