By Iwar Unt

ISBN-10: 8716134605

ISBN-13: 9788716134608

''Sales managers, enterprise executives, and plenty of pros negotiate each day, not just with clients and contractors yet with colleagues, managers and union representatives. the writer argues strongly that negotiations shouldn't be a struggle over getting the larger a part of the cake, yet really a look for additional worth, aiming at effects with a couple of winner.''.

''Successful negotiations require the power to spot the desires and negotiation margins of your counterpart, cautious arrangements and an in depth examine the complete financial system and attainable choices. The reader of this e-book learns not just extra approximately effective negotiations, yet obtains additionally perception into the foundations, dynamics and psychology of negotiations. a number of examples illustrate the arguments.''--BOOK JACKET. Read more...

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Example text

Since he cannot be sure what others will be able to offer in terms of delivery time and price, he is less likely to raise the price much compared with what the faster delivery time would cost. This tends to discourage him from simply trying to grab as large a chunk of the added value as possible. Although it may appear that this approach differs only slightly from that which the buyer might have taken with the first alternative, the difference in how negotiations continue can be considerable. It was important here that the buyer was honest about how much he stood to gain from earlier delivery, allowing the seller the chance to weigh this amount against what he would be out of pocket for shortening the time.

This helps reveal where added value can be achieved. Added value is created when appropriate changes in the conditions agreed on can be made, and when any of the following conditions are met: Your costs in taking on the extra task or responsibility in question are less than his would be. The extra profits you would get are greater than the added costs would be for the supplier. Both of you would gain a profit. Consider the following case: Payment conditions: The supplier’s interest costs are 8 percent, whereas yours are 10 percent.

You may need to point out that providing an earlier delivery could increase the value of the project. If this is not made clear, why should the supplier consider assuming the expenses of faster delivery? To prevent such miscommunication, you should always provide some incentive for shortening the time. “We want to give you the same opportunity to consider a shortening of the delivery time that we’re giving your competitors. ” Here, too, you are providing the seller with no clear signal of what a value increase could mean to him.

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Negotiations without a loser by Iwar Unt


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