The Role of Power in Negotiation

20 Negotiation Tactics

This 70 minute video gives you access to a whole new world of negotiation techniques that you probably have never thought of before. You will learn the psychology of how people make choices, and how you can leverage those choices into your advantage in a negotiation setting. All of these tips were chosen because of how widely they can be applied to all kinds of situations. You will also get 50 real-life examples to use in your own negotiations, so that you can learn to never be taken advantage of. All we need is 70 minutes of your time, and we can have you negotiating like a pro, to be able to have people see your way, no matter what you're proposing. All of these tactics can be applied in many different settings, such as asking for a raise, getting a job, or even winning an argument! All these tactics can change how people view you, and give yourself authority! Read more...

20 Negotiation Tactics Summary

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The General Agreement on Tariffs and Trade Word Trade Organization

The General Agreement on Tariffs and Trade (GATT) is an international treaty designed to promote world trade by reducing tariffs and other international trade barriers. There have been eight rounds of GATT talks since its inception in 1948, in which member nations reassess trade barriers and set new rules for international trade. The first seven rounds of negotiations reduced average worldwide tariffs on manufactured goods from 45 per cent to around 4 per cent in industrial countries.

Zopa launches a new lending model

One person's bottom line (the lowest they're prepared to receive for something they are offering) and another person's top line (the most they're prepared to pay for something). In practice, this approach underpins negotiations about the majority types of products and services.

We Will Examine These Steps For The Typical

Each participant in the business buying decision process brings in personal motives, perceptions, and preferences. These individual factors are affected by personal characteristics such as age, income, education, professional identification, personality, and attitudes toward risk. Also, buyers have different buying styles. Some may be technical types who make in-depth analyses of competitive proposals before choosing a supplier. Other buyers may be intuitive negotiators who are adept at pitting the sellers against one another for the best deal.

Benchmarks for Graphic Design

Careful negotiations with the printer are essential to control the costs of the brochure design and printing. Every upgrade in paper stock, every additional fold or flap, will cost more in press time, paper, and labor. And discerning marketers are alert to cost issues when considering die-cuts, or specialized decorative or custom shapes cut into the brochure's cover or folds. While very impressive, the procedure is also very expensive.

When you need a pro Identifying evaluation experts

If you're thinking about selling your brand, a good first step is to follow the advice in the preceding section so that you have a sense of what you believe to be your brand's worth. From there, you may have enough information to begin sale negotiations for a smaller brand, but for larger brands, it's worth it to call on professional assistance.

Permanent or temporary gain

Supermarkets can jeopardize manufacturers' sales promotion plans by forward buying special wholesale deals which allows them to stock up far more product than they expect to sell during the promotion. After the promotion period these supermarkets can obtain a wider margin by selling the surplus product at the regular price. Of course, most organizations attempt to avoid such consequences by agreeing mutually acceptable terms in advance during the negotiations phase.

Media Planning Buying and Costs

International media buying is changing rapidly. On the one hand, global advertisers have concentrated advertising budgets. They have the power of scale because of the revenues they generate for thy media. They are in a position to require their agencies to negotiate the best prices for them. On the other hand, there are just the few - large and powerful - international media corporations, which, given their cross-ownership across different media and countries, are in a strong position to influence prices and the outcome of negotiations. These media empires can offer multimedia advertising, one-stop media shopping and even multimedia discount opportunities. So, for international advertising, prices must be negotiated. Prices may vary greatly per country. For example, one source shows that, for television, the cost per thousand to reach housewives in 16 European countries ranged from ecu8.37 in Ireland to ecu35.5 in Sweden.27 Another survey suggests that, in the Scandinavian countries,...

New reality 2 Great expectations not so great budgets

Though all of this may sound costly, it wasn't. It was, however, a logistical challenge of enormous proportions and a crash course in Hollywood-style negotiations. Constant communication and fast action between Buzz Euro RSCG, Polaroid and Polaroid's marketing partners helped maximize exposure while minimizing costs. Every dollar needed to count. In the end, the keys to success lay in the strength of the relationship that was forged with the band, the fact that Andre 3000 is a genuine fan of Polaroid and eager to promote the product in an authentic way, and the relationships the project team tapped into to gain access to celebrities and celebrity press at every turn.

Customeroriented pricing

Haggling is common in some markets, cars especially, but it is also found in country markets, stalls and throughout the developing world. In this case a customer and a provider, both with some knowledge of the market, enter a rather unstructured negotiation to discover a mutually acceptable price. The marketing transaction occurs if the negotiation succeeds otherwise both try again with different parties. The market is cleared as a result of a series of negotiations.

Guerrilla Tactic Stand Firm on Fees

When bidding against a low-priced competitor, don't lower your fees. Price slashing can backfire because clients wonder why your rates were initially so high. It also signals that additional price negotiations are possible. If you cut your fees, clients may infer that you were trying to gouge them earlier or that you were seeking higher profits than were warranted. Stand firm on your fees, or you will lose credibility you can't recover and you'll face tough price negotiations every time you propose work for the client in the future.

Disadvantages of Magazines

As shown in Figure 12-3, only 37 magazines had a paid circulation over 2 million in 2002. Thus, advertisers seeking broad reach must make media buys in a number of magazines, which means more negotiations and transactions. For a broad-reach strategy, magazines are used in conjunction with other media. Since most magazines are monthly or at best weekly publications, the opportunity for building frequency through the use of the same publication is limited. Using multiple ads in the same issue of a publication is an inefficient way to build frequency. Most advertisers try to achieve frequency by adding other magazines with similar audiences to the media schedule.

Evolution Of The Sale Of Farggi Products In Supermarkets And Other Types Of Nonexclusive Shop For Home Consumption

However, once the first Farggi parlour had been opened in Paseo de Gracia, modifications were made to the freezers' shelving to be able to display the ice cream Tub's in them, starting with the freezers installed in Barcelona. At the same time, Farggi's sales teams reopened negotiations with some supermarket chains with a view to relaunching the installation of new freezer cabinets which would sell the ice cream Tub's and the Farggi frozen mousse cakes right from the start.

Case study 84 brand valuation

Brand value is an important part of franchising and licensing negotiations, and most firms recognise that they are managing an asset which has value. Investment in promoting the brand will increase its value, and having an accounting standard for valuing brands means that marketing managers are better able to argue their case for more investment in the brand, even with the most traditional of finance managers.

Evaluating and Controlling Channel Members

If you ask for a Budweiser in a bar in America or Asia, you will get a light beer from Anheuser-Busch, the world's largest brewer. Ask the same question in a European bar and you are likely to be served a stronger, hoppier beer from the Czech Republic's Budejovieky Budvar brewery. If you want the American version, you will have to ask for a 'Bud', unless you are in the United Kingdom, where both variants share the Budweiser name. But Budvar has now started selling its own Dud in the Czech Republic, an extra strong lager, which it hopes also to sell to big-drinking Germans, However, it will have to win the right to use the name Bud in Germany, a privilege also denied to the American brewer Anheuser-Buseh. which sells its beer in the country as plain 'B'. Anheuser-Busch, began selling Budweiser beer in 1876, some I1) years before Budejovieky Budvar, the Czech brewer was established. Following an agreement in 1911, Budvar won exclusive rights to use the Budweiser name throughout most of...

World Trade Organization

The General Agreement on Tariffs and Trade (GATT) is a 61-year-old treaty designed to promote world trade by reducing tariffs and other international trade barriers. A Since the treaty's inception in 1947, member nations (currently numbering 152) have met in eight rounds of GATT negotiations to reassess trade barriers and set new rules for international trade. The first seven rounds of negotiations reduced the average worldwide tariffs on manufactured goods from 45 percent to just 5 percent.7 The most recently completed GATT negotiations, dubbed the Uruguay Round, dragged on for seven long years before concluding in 1994. The benefits of the Uruguay Round will be felt for many years as the accord promotes long-term global trade growth. It reduced the world's remaining merchandise tariffs by 30 percent. The agreement also extended GATT to cover trade in agriculture and a wide range of services, and it toughened international protection of copyrights, patents, trademarks, and other...

Logistics Partnership

The McKinsey consultants stress that such cost-oriented thinking underlying alliance negotiations inhibits a successful outcome. Rather, customer companies should prioritize delivery service. If this can be improved then, arguably, cost reduction will occur through improved methods and co-operation between the alliance partners.

Formulating a Negotiation Strategy

Some negotiators pursue a hard strategy, whereas others maintain that a soft strategy yields more favorable results. Fisher and Ury propose a strategy of principled negotiation. In this strategy, the parties (1) actively listen to each other's viewpoint, What should a firm's negotiators do when the other side uses a take-it-or-leave-it tactic or seats them with the sun in their eyes The firm's negotiators should recognize the tactic, raise the issue explicitly, and question the tactic's legitimacy and desirability in other words, negotiate over it. If negotiating fails, the company should resort to its BATNA and terminate the negotiation until the other side ceases to employ these tactics. Meeting such tactics with defending principles is more productive than counterattacking with tricky tactics.

Customized Customer Loyalty By Robert Duboff And Lori Sherer

For additional reading, see Howard Raiffa, The Art and Science of Negotiation (Cambridge, MA Harvard University Press, 1982) Max H. Bazerman and Margaret A. Neale, Negotiating Rationally (New York Free Press, 1992) James C. Freund, Smart Negotiating (New York Simon & Schuster, 1992) Frank L. Acuff, How to Negotiate Anything with Anyone Anywhere Around the World (New York American Management Association, 1993) and Jehoshua Eliashberg, Gary L. Lilien, and Nam Kim, Searching for Generalizations in Business Marketing Negotiations, Marketing Science 14, no. 3, pt. 1 (1995) G47-G60.

Ambiguity in a negotiation the case of Conney a toolmanufacturing company

Lars and Bernard then met with the top managers at Conney and received a very positive response to the idea of the joint venture. According to Lars and Bernard's financial plan, Conney would need to invest about 100 MSKR over 3 years before they would break even, and after 5 years, Conney's sales could reach 85 MSKR, which would be about 15 of total sales. All managers in the meeting declared that since the Asian market was new to them, it would be interesting to go forward and see how negotiations developed. They appropriated 150&puncsp 000 SKR for the negotiation. During the summer, Lars and Bernard sent a letter to ITR describing Conney's position. At the end of the summer, Feiz was informed that the date of the journey to India would be 26 October. At the end of August, Feiz called Lars and explained that he had been in contact with India's embassy and that they had declared their interest in the project. Feiz also informed them that India's...

An OS Is Born

While IBM and Microsoft were involved in their negotiations, rumors of the new PC OS began to float throughout the industry. For a while it was called CP DOS, or DOS 286, or DOS 5.0, and then finally Presentation Manager. It would have multitasking and multithreading (whatever that was) and semaphores and all manner of good stuff, but most important, it would have a GUI, just like the Mac This interface would be based on Windows, only much better, obviously, and Windows and the new interface would be so similar that anyone who developed a Windows product could port it to Presentation Manager when it was ready to ship with a snap of the fingers and a twinkle of a compiler. Write two products for the price of one. And boy, that sounded really good to all the developers

Acquisition

Smaller transactions led to simpler, more disciplined organization and integration consequently, they decrease the negotiations and infighting that can defeat the logic of the acquisition, as often happens in larger deals. For example, AT&T bought NCR in 1990 in order to gain control of computer technology. The acquisition did not pay off, because of poor management and shifting technology demands. Eventually, after having lost billions of dollars, AT&T spun off NCR in 1996.

The Zen of Marketing

Next up on Apple's legal agenda was Microsoft and by extension IBM. There had been labyrinthine look-and-feel negotiations between Apple and Microsoft over Windows 1.0 and the release of Windows 2.0 in 1987. This led to even more arguments about icons, graphics, and GUIs, and more legal threats. It was in this context that IBM and Microsoft invited a group of software publishers to come down to IBM's PC headquarters in Boca Raton, Florida, to preview the 1.1 release of OS 2, the one that would ship with the Presentation Manager interface. They were also asked to demonstrate their current OS 2 offerings to an internal conference of IBM employees. As the then product manager of WordStar 2000 for OS 2, I was sent to the event, where I spent a gloomy day showing off an OS 2-compatible character-based word processor and remembering TopView.

The final selection

At this stage, you need to confirm that you have support for your selection from all stakeholders. If necessary, present the outputs of your evaluation processes to stakeholders. Finally, when you make a decision, select a first, second and third choice LMS. There is no guarantee that contract negotiations with your first choice will go smoothly and no way to ensure the vendor will have the resources you need when you need them.

Leasing Strategy

At the same time, overall the lease may cost slightly more than what a customer would pay by buying the car on loan. The net price of a fully equipped 1995 Ford Windstar with a sticker price of 23,650, after negotiations and a 1,000 manufacturer's rebate, would be 20,494. Payments on a two-year lease from Ford Motor Credit Co. would be 457.43 a month, or total payout of 10,520, assuming that the rebate is used for the first payment and a security deposit. At the end of the lease, the car would have a residual value the value after depreciation of 14,663. That is what the customer would have to pay if he she decides to buy it, bringing the total cost to 25,183. On the other hand, monthly payments on a four-year loan at 9.9 would be 518.79. The total paid over the term of the loan would be 24,901, and the customer would have a vehicle valued at more than 7,000 at the end.20

Discounts

Facturers and wholesalers and will press within negotiations for the largest quantity discounts possible. Variations on the simple quantity discount are the cumulative and non-cumulative discounts available. Some negotiations may result in extra discounts becoming available should the buyer purchase certain minimum quantities over a fixed period, say one year. This extra discount may then become available as a rebate or credit against future purchases. The main aim of cumulative discounts is for the seller to encourage loyalty to the supplier and to induce small buyers to purchase more.

Negotiation

Salespeople involved in business-to-business deals, in particular, need negotiating skills as they work with customers to reach agreement on price and other terms of sale without making concessions that will hurt profitability. Although price is the most frequently negotiated issue, other issues include contract completion time quality of goods and services purchase volume responsibility for financing, risk taking, promotion, and title and product safety.

Bidding price

Reverse auctions presents some clear opportunities for suppliers, most specifically the hope of new business, the access to new markets, reduced inventory cycle time, better inventory management, and a direct benchmark of competitors 13 . But there are also some serious threats, the most important one being that purchasers make their decision on price only. Another threat is that the buyer uses the auction not to purchase but just to get some information on the market before starting actual purchasing negotiations with a limited set of its usual suppliers. A last risk is to be caught in the emotion of the auction where there is a fixed time limit and you end up bidding an excessively low price 14 .

Valuing the Firm

At the end of the day it will all come down to what you and the buyer agree to. Before you even discuss the figure with anyone else, you must have worked out the bottom line figure for yourself. Consider what you have invested in money and time, and what profits you can expect shortly. Add your assets, both material and human, and your developments in progress. Try your valuation on your accountant. In negotiations never say I guess my company must be worth X. Say It is worth X for the following very good reasons. Don't be afraid to ask for a price down to the cent.

Negotiating Essentials

Negotiating Essentials

Always wanted to get a better deal but didn't have the needed negotiation skills? Here are some of the best negotiation theories. The ability to negotiate is a skill which everyone should have. With the ability to negotiate you can take charge of your life, your finances and your destiny. If you feel that others are simply born with the skill to negotiate, you should know that everyone can learn this wonderful skill.

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