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11.2
NEGOTIATION
The negotiation process includes: planning re-negotiation, initiating first moves, making the first moves, negotiating prices, closing business negotiation and undertaking renegotiation. The key objective is to achieve win-win goals for both parties which establish trust for short and long term relationships. BATNA - Best AlternaTive with No Agreement. Available alternative when negotiation fails. Close the deal or walk away to BATNA. BATNA affects: cash, culture, deadlines, interests, knowledge, and the experience of both parties. Assess your BATNA at the outset and estimate the opposing BATNA.
11.2 NEGOTIATION
Negotiation environment includes such complex factors as: instability and change, government control and policy, foreign exchange fluctuation, political and legal change, external stockholders and parties, ideological and cultural differences. The negotiation setting may includes: levels of conflict underlying potential negotiations, relationships before and during negotiation, desired outcomes, stockholder impacts, relative bargaining power and dependence and finally the negotiation style.
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11.3 PLANNING
Negotiation begins with research and prenegotiation planning with each party g with a different goal and hopes to achieve it. Thus there is need for clarification, comprehension and credibility, in order to create mutual values. As negotiation continues the parties reach convergence of view with discussion, leading to concessions, counter proposals and commitment. The final stage is conclusion.
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11.4
INITIATING
Making the first moved is critical, because the first impressions are difficult to change. An initial first competitive offer should meet the context of the surrounding discussion and must be defended with valid arguments. In competitive markets a higher initial offer may be lowered. In traditional less competitive markets, offers on the high side with concessions may be more acceptable.
The initial offer should be confident and yet flexible to enable the negotiator to learn other party objectives and reformulate to meet specific needs. The initial negotiation phase, is the opportunity to create trust and exchange strategic in formation, not the time to make concessions.
In the initial phase, the buyer keeps his goals in mind and is ready to say no and refer to competition. He may later seek concessions or a better offer or may ask if the proposal can be adapted achieve his needs. Thus is stage reflective cooperation.
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Study Exhibit C which provides practicalguidance on achieving success on concessions, in complex negotiation environments
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11.12
OVERALL
The six Ps of effective negotiation are : Parties, Process, Power, Product, Problem and Prognosis (outcome). The key objective is achieving a long term relationship of trust for mutual benefit and a win-win outcome. The BATNA is an alternative for a failed negotiation. So much depends upon the negotiation: environment, process and the setting, which can be managed!!
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11.12
OVERALL
Business success in negotiation may well depend upon: knowing your product, customer and competition; effective business decision making; finding your market niche. Quality products; creative diversity; finding expanding markets; network contacts; trust and honesty; control of cash, outcomes and risk; diffusing tension; customer loyalty; creativity and overall on your skills of negotiation
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11.12
OVERALL
So many things to learn now including Exhibit A on Protocols and deportment and Exhibit B Practical Advice and Exhibit C Managing Concessions
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EXHIBIT A - PROTOCOLS
Try hard to avoid making obvious mistakes with different nationalities: English - definite and polite with proper protocol and etiquette. French - expecting others to behave as if in France, conducting business, with the French language German - protocol important. Conservative dress and posture with manner expected. Seriousness of purpose and appropriate dress. Swedish - formal relationships without price disputes. Expect complete professional proposals without errors and of high quality.
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EXHIBIT A - PROTOCOLS
Italians - extremely hospitable and volatile. Make points with dramatic gestures and emotional expression. Japanese - may spend days or weeks creating a friendly, trusting atmosphere before discussing any business at all. Chinese - follow fixed protocol in negotiation, always preceded by small. Opposed to touching. Greeting with short bow and very brief handshake. Indians - formal business with polite relaxed manner. Connections are the key to trust. Always request permission before entering, sitting or smoking.
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EXHIBIT A - PROTOCOLS
Mexicans - practice negotiation with heavy emotion . Drama more important than logic. Negotiators often selected for skills in dramatic and distinguished performances. Brazilians - negotiating process valued more than the actual result. Discussions lively, heated, eloquent, and witty. Great hospitality to establish comfortable social climate. Russians Tend to distrust business managers. Extremely cautious when dealing with new parties.
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Set aside a few concessions in reserve to be used when concluding the deal.
Trade small concessions early on to encourage the other party to share information and to promote trust. Insist on obtaining immediate reciprocity after making a concession (future promises lose value over time).
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END
END OF SUMMARY LECTURE 1
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3. SUMMARY LECTURE - 2
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12.2 NEGOTIATION
The key objective is to achieve the goal exceeding BATNA. Helped during talks, when effective relationship negotiators focus on a variety of noncontractual issues, including: Getting to know the other side well. Establishing a positive personal chemistry between the leadership of the companies involved. Understanding and respecting each others cultures, expectations, and goals. Putting mechanisms in place to foster communication after the contract is signed. Ensuring that the proposed deal is balanced and advantageous for both sides. Identifying and planning for potential obstacles to implementation.
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12.3 COMMUNICATION
The exchange of messages between people to may achieve common meaning, in three forms: Instrumental/goal directed communication - where the sender seeks to achieve specific effects in the receiver - most important in work. Such deliberate communication is "transmitted".
Expressive communication - where an emotional state (e.g. joy or anger) or a motivational state (e.g. enthusiasm or frustration) is spontaneously "emitted"
Incidental and often un-conscious communication where the sender "imparts" information to others without intending to.
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12.3 COMMUNICATION
Be prepared for a practical reality face to face" communication, as information may transmitted as follows: 10% - in words 50% - in facial expressions 40% - in vocal intonation and inflection. Thus words themselves or the "rational component", may convey only about 10% of the communication message. 90% of each message depends on the "emotional feelings content", whether we are aware of it or not! Communication is helped by words and feelings.
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12.5
NEGOTIATION CONCEPTS
Everything is negotiable with the tools of: time, power and information and with a "win/win" style of negotiation. Win/lose negotiation styles do not support long term cooperation, Successful win/win negotiation lies in finding out what the other side "really" wants and showing them the way to get it while we get what we want. Most needs can be satisfied by the way we act and behave, when the goal is mutual satisfaction (but we must avoid "nibbles" - asking for extras AFTER a deal!).
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12.9 OVERALL
SWOT and KSA to achieve a goal exceeding BATNA. The six Harvard Ps of effective negotiation are : Parties, Process, Power, Product, Problem and Prognosis (outcome). The key negotiation objective is achieving a long term relationship of trust for mutual benefit and a win-win outcome. The BATNA is an alternative for a failed negotiation.
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12.9 OVERALL
So much in negotiation will depend upon you managing: environment, process and the setting, Now you can do it !!! On we go together when you have time be sure to study section 4.0 Cultural Challenges and you will find that you have absorbed the answer to each case instinctively after 2 days of AGL interaction negotiation instincts worth a million?
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FINAL NOTE
This ends our AGL program; one of a six part series: AGL 1 - Finance for Non-Financial Managers AGL 2 - Cost Control AGL 3 - Planning and Budgetary Control AGL 4 - Capital Investment Analysis AGL 10 - Management of Working Capital AGL 20 - Negotiation We hope it has inspired you to develop your skills by practical application. You are now ready to study the course text book which is excellent: Practical Solutions to Global Business Negotiations (Cellich & Jain)
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FINAL NOTE
Thank you for your interest and hard work. Keep the glossary handy as a daily reference for finance and other negotiations. Follow up by doing sections 5, 6, 7 and 8 of eh Diary and giving feedback after the course. We hope that you have much enjoyed the AGL experience and that it motivates you to read widely in finance and accounting and to continue your studies in the future. We suggest the The Economist weekly and the WSJ (Wall Street Journal) every morning - as good as an MBA!!! Be sure to reinforce your learning with the all the activities set out in the Diary and with the LRT (Learning Recall Tape) routine, as explained by the organizer.
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FINAL NOTE
In the month following completion of the program. Please send us the Final Feedback Summary on day 28. We trust that you have found AGL to be both "efficient" (doing things right) and "effective" (doing the right things). Thank you for being a member of the program. RGAB drbobboland@hotmail.com www.crelearning.com
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END
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