I trained 50 sellers of the Fortune 50 company that manufactures office equipment. They have what they regard as a key account division calls its largest accounts, negotiating with its major customers. These people are tough guys. A vendor at the seminar was only about 43 million U.S. dollars for the sale of the suppliers of aircraft. (This is notrecord. When I trained people in the formation of a major PC manufacturer, a clerk in the public sale had just closed at $ 3 billion U.S. dollars, and was known in my studio!) The Key Account Division had its vice-president, and he met me later to tell, “Roger told us that what you said about the trade-off is the most important lesson I ever learned in a seminar. I do seminars like this for years and I thought I ‘t heardeverything, but I’ve never learned that a mistake is to make a concession without asking anything in return. That will save us hundreds of thousands of dollars in the future.

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