Description

In today’s competitive business environment, the absence of effective negotiation is often the single largest contributor to the lack of success. The changing nature and complexity of the relationships between buyers and suppliers in the increasingly challenging and global marketplace means that many business people now need to be collaborative, sophisticated negotiators. To be a great negotiator is to have discipline, creativity, and courage. In working with our clients we have found that ineffective negotiation can arise mainly from the following three basic issues. Often there is a reluctance to engage in negotiation at all. Sometimes there is a simple lack of professional negotiation skills. Finally, the organization may have no adequate framework to plan, guide, and support we have experienced, by the time buyers enter into a negotiation they are probably going to buy and simply want to get the best package possible from the supplier. Over the last couple of decades we have noticed some interesting changes in the approach that business people are taking to negotiation. Where it was once often seen as a potential threat to be avoided wherever possible, many businesses are now embracing negotiation as just one of many essential skills to wield in the modern commercial world. We are also seeing some polarization: at one end of the spectrum, some organizations are treating more of their requirements as commodities and using a simplified purchasing model. At the opposite end of the spectrum, many organizations are embracing strategic partnerships and expecting negotiations to carry more value, complexity, and risk. Since 2008 we have also seen a rise in the number of organizations using professional negotiators to help them combat the effects of increasing competition. Many buyers are receiving better training in negotiation and are developing and extending their skills into comprehensive supply chain management. People now expect to negotiate, and they see the process as helping to build positive relationships. Principled negotiation can achieve a solution that is acceptable to all parties involved. Most importantly, this pragmatic and cooperative approach encourages repeat business, to the benefit of both parties. We have also seen an increase in what could be called cross-cultural negotiation. Our clients often want to leverage new technology wherever it emerges and seek new markets no matter where they are located. As our clients increasingly acquire resources and services from the global market and sell to other businesses across the world, there is a need for a negotiation model that can bridge those diverse cultures. Most of this book has been written as culturally neutral as possible, and our negotiation techniques are applicable across a wide range of locations, but we have included some specific considerations for negotiating with people from cultures and traditions you may not have dealt with before.

Contents:

Chapter 1: Our Philosophy of Negotiation
Chapter 2: Strategies for Resolving Conflict
Chapter 3: Our Four Negotiation Mantras
Chapter 4: Overview of the Five Phases of Negotiation
Chapter 5: Ten Golden Rules for Successful Negotiation
Chapter 6: Negotiation Planning in Practice
Chapter 7: The RDC Ten-Point Plan 61
Chapter 8: Negotiating for a Super-Win
Chapter 9: Detailed Proposal Design (The Jellyfish)
Chapter 10: Breaking a Negotiation Deadlock
Chapter 11: Cross-Cultural Issues in Negotiation
Chapter 12: Hostage Negotiation Perspective
Chapter 13: Diplomatic Negotiation Perspective
Chapter 14: The Physical Arrangements
Chapter 15: Strategic Framework for Negotiation
Chapter 16: Summary and Conclusion
Appendxi A: Negotiating Styles
Appendxi B: Negotiation Influence Behaviors