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Our Clients

For over three decades we have been the negotiation consultant of choice to many of the world’s premier companies, including:

3i

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Actelion

Actelion

AIB

Alliance & Leicester

ANZ

Ashurst

Austrianova

B&Q

Baird

BNP Paribas

BP

Bridgepoint

Brunswick

CAA

CAIB

Cairn Energy

Candover

Capital Group

Carbon Trust

Carlson Wagonlit Travel

Carnegie

CBPE

Chevron

Cinven

Commerzbank

ConocoPhillips

Credit Suisse

Deloitte

Deutsche Bank

DHL

Disney Store

EMAP

EMI

Ensco

Eurohypo

Exel Logistics

EY

FPK

GKN Aerospace

Glennmont Partners

Handelsbanken

Hogal Lovells

Home Retail Group

HP

HSBC

ICG

ING

Inpharmatica

Institut Pasteur

J.P. Morgan

Jewson

Kingfisher

Lazard

LCP

Linklaters

Lloyds Bank

Macquarie GPA

McKinsey

Merrill Lynch

Micro Focus

Ministry of Defence

Nationwide

Neptune Energy

Nicox

Palamon

PPM America

RBS

RED BEE

Rolls-Royce

Rothschild & Co

Schibsted

Selfridges

Serco

Serono

Shell

Silverfleet Capital

Skillcapital

Smiths

Societe Generale

Staples

Talisman Energy

Triton Partners

UBS

Wragge&Co

Zurich Financial Services

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Why All The Monkeys?

The Monkey is one of the vivid images we use in our training to make a key concept memorable. This image in particular has become a totem for our firm: a toy monkey attends every course, and the BBC made a documentary about us titled The Monkey Man.

A “monkey on your back” is a problem you have – in negotiation terms, that makes you want a deal even on bad terms. E.g. you’re under time pressure / you don’t have any other offers / you think the quality of the other offers is poor.

Monkeys lead most negotiators to underestimate their own relative power and so negotiate too ‘chicken’. And there is a structural reason for this error. – When you look at your own situation you are only too aware of your own monkeys. But the other party may not be aware of these factors.• At the same time, the other guy has problems too – and he isn’t going to tell you about the monkeys on his back as this would only weaken his position. • So you have a distorted view of the power balance. It’s distorted because you have taken account of all your monkeys, but have not allowed for the monkeys he almost certainly has on his back – because you don’t know about those. And the distortion is always in the same direction: it always leads you to underestimate your own power.

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