: A "position" is what a party says they want (e.g., "I need a 10% price cut"). An "interest" is why they want it (e.g., "I need to lower my operating costs to meet my quarterly budget"). When you uncover the underlying interests—which are often shared or compatible—you open the door to creative solutions that satisfy both sides. For example, instead of a price cut, you might offer longer payment terms or a volume discount, both of which address the buyer's interest in cash flow.
The "Tina Kay negotiation new" phenomenon is already trickling down. On performer forums and industry podcasts, newer talent are asking not just for rates, but for “Kay clauses”: sunset provisions on content, profit-share on compilations, and the right to audit a studio’s books.
[Initial Positions] ──► [Strategic Discovery] ──► [Value Expansion] ──► [Optimized Deal]
If you're interested in learning more about Tina Kay's negotiation approach, here are some additional resources: tina kay negotiation new
—a belief that this market only cares about the lowest price. If you want this deal to last, we need a new story. One where your brand isn't a commodity, but a legacy." She was using a technique known as narrative transportation
: Ask open-ended questions to discover underlying operational bottlenecks.
: Balance contrasting demands by treating opposing viewpoints as puzzles to solve rather than roadblocks to destroy. Phase 3: The 3 P's of Tactical Execution : A "position" is what a party says they want (e
To implement the new framework in an upcoming commercial discussion, follow this structured, four-phase process: Phase 1: Strategic Pre-Mapping
Have you tried these strategies in your own career? Let us know in the comments how the "new" style of negotiation has worked for you.
Tina took a slow, deliberate sip of water. She had just "negotiated" a 5% discount without saying a single syllable. 2. Crafting the "Over Story" For example, instead of a price cut, you
To stay ahead, Tina Kay has introduced a framework for negotiation—one that abandons the tired "win-lose" mentality of the 20th century and embraces what she calls Adaptive Fluidity .
: Directs the room, manages the emotional temperature, and commands the primary narrative.
That isn’t just a negotiation tactic. That’s a manifesto.
Even with a sophisticated framework, friction can happen. The modern approach handles deadlock by . If a specific price point causes a breakdown, remove that variable from active discussion and pivot toward altering delivery speed, operational scope, or long-term performance incentives. This keeps the conversation moving forward and maintains the momentum needed to finalize the deal.