The Power and Pitfalls of Asking for the “Best” Offer in Negotiations

In the world of negotiation, the language we use can be as strategic as the offers themselves. One such phrase, “best offer,” can play a pivotal role in shaping the outcome of a negotiation. This technique, as discussed in a recent podcast episode with negotiation expert Professor Remi, involves asking the opposing party to provide their “best” proposal. While seemingly straightforward, the implications and challenges of this approach are multifaceted and worth exploring.

The Challenges and Ethical Considerations

Despite its potential benefits, asking for the “best” offer comes with significant challenges. One primary concern is the ethical dilemma it can create. When someone is asked for their “best” proposal, they are essentially being pushed to disclose the minimum they can accept.

This can feel intrusive or manipulative, especially if the question is not reciprocated. Moreover, if a party is asked to move beyond their stated “best” position, it can imply that their integrity is being questioned, which can damage trust and rapport.

Another challenge is the potential for ambiguity. The term “best” can be interpreted differently depending on the context and the individuals involved. For some, it may mean the most financially beneficial offer, while for others, it could encompass broader considerations like quality or long-term partnership potential.

This ambiguity can lead to misunderstandings or mismatched expectations, complicating the negotiation process.

The Defensive Use of the “Best” Offer

Beyond its use as a proactive tool, the “best” offer technique can also be used against you. When you’re asked to provide your “best” offer, it’s crucial to handle the request thoughtfully. Revealing too much can weaken your position, especially if you disclose your bottom line too early.

On the other hand, being too vague can cause the other party to question your transparency or commitment to the negotiation.

To navigate this, it’s important to prepare thoroughly before entering a negotiation. Understand your own limits and priorities, and consider how much you’re willing to reveal.

A well-considered response can maintain your negotiating power while still engaging constructively with the other party.

 Examples of Using “Best” in Proposals

1. Good Use:

“We are looking for the best possible price for this project, considering both quality and delivery timelines. Could you provide your best offer within these parameters?”

This request clearly sets expectations and considers multiple factors beyond just price, providing a clear framework for the other party.

2. Poor Use:

“Just give us your best price, and we’ll go from there.”

This is vague and doesn’t specify what aspects are important. It can be perceived as dismissive and may not elicit a well-considered response.

3. Good Use:

“Given our budget constraints and the need for high-quality output, what is the best offer you can make that meets these needs?”
This question acknowledges constraints and prioritises quality, encouraging the other party to consider these factors in their proposal.

4. Poor Use:

“What’s the best you can do on this?”

This question is too open-ended and lacks context. It can put undue pressure on the other party and may not provide a constructive starting point for negotiations.

5. Good Use:

“To move forward effectively, we need to understand your best terms regarding both cost and service level. Can you outline what you can provide?”

This approach invites a comprehensive offer and sets the stage for a more detailed discussion.

6. Poor Use:

“I need your best deal. What’s the lowest price you can offer?”

Focusing solely on price can come across as narrow-minded and neglect other important negotiation aspects like quality, service, or terms.