Sustaining Superior Performance: Commitments and Capabilities Background Competitive advantage necessary‚ but not sufficient Ghemavat study on PIMS data shows convergence of high ROI and low ROI business units‚ over time‚ to mediocre ROI. Some drop in high ROI anticipated due to limited availability of high ROI opportunities. But pace and degree of convergence unexpected – article delves further into assessing reasons behind the rapid loss of competitive advantage
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No. 5 - Standards of Legitimacy: In order to have a negotiated agreement that seems fair to all parties‚ the parties should utilize “standards of legitimacy.” These standards should “preferably be objective and outside of the ability of any one party to control.”6 The current procedures in place for determining fault in an officer’s behavior and assigning punishment are technically part of an official standard‚ but they are within the police department’s ability to control and thus cannot count as
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days 3. Convince Pat Olafson not to recall the $200‚000 loan 4. Convince Pat Olafson to decrease the monthly building rent to $4‚000 5. Convince Pat Olafson to increase the $7‚000/unit payment he’s going to make to $9‚500 What is my BATNA? Reservation Price? Target? BATNA: $375‚000 owed) Reservation Price: $910‚000 to be paid by Pat Olafson ($700‚000 to be paid in 15 days‚ remaining $250‚000 to be paid in 30 days) and get guarantee from him that the $200‚000 loan will not be called back. Target: $950
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perceived by many but more of a game theory because both the bidder and the negotiator are faced by various constraints‚ which both have to develop a model with both constraints and targets and later iterate to obtain an optimum solution Here‚ again‚ BATNA (best alternative to a negotiated agreement) comes into play; both parties must go for a sacrifice. None gets exactly what he wants but goes for a better alternative. The opportunity cost of leaving the job must be lower than the cost of taking it
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Reflection Journal: TEXOIL CASE Summer 2015 For the Texoil negotiation‚ I was assigned the role of the Service Station Owner. As such‚ my main objective was to sell the station and get the best possible agreement. My BATNA was $518‚000‚ which accounted the present and the next two years expenses ($478‚000) plus half of the year salary upon return from the trip ($35‚000). My asking price was 650‚000 explaining to Texoil that the market price was around $800‚000. The benchmark was the cost of constructing
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opponent. My expectation about the union’s resistant point was quite simple and as follows: Since I got strict orders to achieve at least $10 Million profit increase or to go for my BATNA (accepting strike)‚ I simply expected the union party’s resistant point to be $10 Million in profit or to go for their BATNA (go on strike). By further assuming that each increase/decrease in
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US ARMY COMMAND AND GENERAL STAFF COLLEGE School Of Advanced Leadership and Tactics Mid-Grade Learning Continuum (MLC) 2015 Common Core AC100 Across Cultures Advance Sheet for Lesson AC131 Cultural Considerations of Negotiation 1. SCOPE a. This four hour lesson is intended for Army Leaders on the subject of cultural considerations of negotiation for conflict resolution. The lessons learned from Operation Iraqi Freedom (OIF) and Operation Enduring Freedom (OEF) require that Soldiers at all levels
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Alternatives o Having a BATNA generally alters how negotiators act within a negotiation o Negotiators with better BATNAs generally set higher reservation prices o Negotiators who are aware of their counterparties BATNA tend to set lower reservation points o Negotiators who have shared information about their BATNAs tend to reach better outcomes which indicates that negotiators should share information about their BATNAs to achieve its full benefit o Style of communicating the BATNA is equally important
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negotiator. The fact was that he was an over aspiring negotiator because he set the target point too high and didn’t give the chance for counterparty to make any concessions. Furthermore‚ his BATNAS was improper. BATNAS is not what the negotiator hopes for‚ but what he really needs depends on the reality. Therefore‚ BATNAS can constantly change to adapt to changeable situation. However‚ the P-9 always insisted that the $10.69 per hour is the final offer and refused any other offers. Even though they were
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possible. ANALYSIS Our BATNA for this simulation was 4 different models‚ 250 units to be imported per year‚ 5% gross sales royalty rate and complete access to vision technology. We did not come clean or make clear our bottom line because that is not like the traits of the Betans‚ they are indirect. The other side did not reveal their BATNA. The other side did make an initial offer which they stated to be their final offer. Given those actions I would assume that the BATNA for Alpha Inc. was 8 different
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