MANAGERIAL NEGOTIATIONS Session 3: Advanced Negotiation Strategies Jessica Zurawicki Friday‚ September 26 AGENDA Agenda • Case: Moms.com • Class Discussion • Mini Negotiation Simulation • Sluggers Come Home Video • Next Week • Role Assignment CASE: MOMS.COM Moms.com • Two party‚ multi-issue negotiation • Negotiation between the manager of an independent TV station and the syndicated sales rep of a film company • Buyer: Kim Taylor for WCHI • Seller: Terry Schiller for Hollyville • The following
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elements that cultivate successful negotiation. He is able to step back and fundamentally view the dynamics between the two separate parties‚ which in turn allows him to formalize and explain a systemic set of guidelines that can be utilized to successfully negotiate. The tools he conveys are infinitely beneficial‚ especially since there are countless underlying forces that set each negotiation apart from one another. This leaves one to conclude that successful negotiation is truly an art in and of itself
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Wyoff and China-LuQuan The Wyoff and China-LuQuan negotiations are an example of pitfalls of negotiating a deal with a culturally disparate organization. The relationship between the Wyoff and China-LuQuan organization suffered from inception. Several considerations were overlooked by the Wyoff organization when attempting to structure a deal with their Chinese counterpart. Chin-LuQuan’s lack of understanding of the Wyoff organization and their negotiating techniques deteriorated the situation
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price of site could go up $24 million reservation price Negotiations - Terri K 1 Bullard Houses: Bargaining Zone Positive bargaining zone with regard to finances $19 million reservation price for Seller $24 million reservation price for Buyer Negative bargaining zone with regard to interests Seller wants to maintain residential with reputable‚ known buyer Buyer wants to convert to commercial‚ maintain anonymity Negotiations - Terri K 2 Quotes Buyers: Sellers: “Concealing
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situation in the negotiation process. 2. List 3 indicators that the person with whom you are negotiating is using competitive negotiation techniques. How could you deal with each of these? 3. Discuss the value of collaborative negotiation. In collaborative negotiation the approach is to treat the relationship as an important and valuable element. The competitive approach to negotiation assumes a fixed pie‚ zero-sum‚ win-lose situation. In collaborative negotiation‚ it is assumed
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Initially it appeared as though the US viewed the negotiation as win-lose situation. This was not the case at all considering that both sides came together voluntarily in an effort to act in the interest of both parties. The strategy of the US for the majority of the negotiation process was that of positional bargaining. For three years the US was unwilling to budge in regards to the number of anti-ballistic missile sites the Soviet Union would have. Originally the US suggested that they should maintain
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Getting to YES‚ Negotiating Agreement Without Giving In is an excellent book that discusses the best methods of negotiation. The book is divided into three sections that include defining the problem‚ the method to solve it‚ and possible scenarios that may arise when using these methods. Each section is broken down into a series of chapters that is simple to navigate and outlines each of the ideas in a way that is easy for any reader to comprehend. There are also several real life explanations for
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asked you about ways to improve the negotiations between business units. In your explanation to Bill‚ you need to explain the following: What are the three primary reasons that negotiations occur? What is the difference between bargaining and negotiation? Why must successful negotiations involve both tangible and intangible components? Do you think that ACME needs to pursue an integrative or a distributive approach to their future interdepartmental negotiations? 2. Define the term “conflict”
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objectives of both parties in the exchanges? Both parties are trying to not only get their points across but they are both looking out for the best interest of their teams. They are trying to get what they both feel like they deserve within the negotiation. How would you describe the general "tone" of the exchanges? In the first exchange it almost seems like Len’s tone is a little threatening and Marilyn’s tone is a bit defensive and worried in response. Were Marilyn’s objectives on the way to
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down to the bare minimum. The unit marginally meet the requirements to deploy and upon return‚ it was categorized as the worst movement under that leadership’s regime. This conflict is a classic example of what takes place during positional negotiations‚ i.e. things demanded and refused between the two sides. By not defining the difference between interests and positions resulted in a smaller range of solutions‚ the use of power to resolve the conflict‚ and avoidance of the main issue (Leventhal
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