A R T I C L E www.hbr.org 3-D Negotiation Playing the Whole Game by David A. Lax and James K. Sebenius Included with this full-text Harvard Business Review article: 1 Article Summary The Idea in Brief—the core idea The Idea in Practice—putting the idea to work 2 3-D Negotiation: Playing the Whole Game 13 Further Reading A list of related materials‚ with annotations to guide further exploration of the article’s ideas and applications Product 5372 3-D Negotiation Playing the Whole Game The Idea
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Manufactures 1. a. In negotiation with condor‚ what is Jewels BATNA? A. Jewels BATNA in this case is to buy Z1 CPU from Beta‚ because Z1 are more effective than Z2 and they will save $5 per unit so the total cost of this Z1 units at the end instead of being $38 will be $33. This is $2 dollars cheaper than buying Z2 at $35 per unit. b. In negotiation with condor‚ what is Jewel’s reservation price‚ i.e.‚ the most it will pay for Condor’s Z2 CPU? B. Their reservation price should be something less
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CHAPTER ONE The Nature of Negotiation 4-2 Introduction Negotiation is something that everyone does‚ almost daily 4-3 Negotiations Negotiations occur for several reasons: • To agree on how to share or divide a limited resource • To create something new that neither party could attain on his or her own • To resolve a problem or dispute between the parties 4-4 Approach to the Subject Most people think bargaining and negotiation mean the same thing; however‚ we will
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Gaming in Shanghai By: Dr. Bob March Published in Dr Bob March’s book "Chinese Negotiator" Overview HyperHawk‚ one of the world’s major providers of global supply management software and services‚ helps companies reduce costs through efficient product and services sourcing. It has handled more than $50 billion worth of products and services in the oil and gas‚ other natural resources‚ retail‚ transport‚ finance‚ and industrial sectors for customers including General Motors‚ Nestlé‚ Shell‚ Japan
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Interests: The Measure o f Negotiation D a v i d A. L a x arid J a m e s K. Sebenius People negotiate to further their interests. And negotiation advisers urge attention to interests--often solemnly‚ as if the suggestion were original and surprising. Yet Socrates ’ admonition to " K n o w Thyself" surety scoops any late twentieth century advice of this sort. So‚ academic compulsiveness aside‚ w h y write an article o n interests or‚ more to the point‚ w h y read one? The answer‚ in part‚ is that
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MANA343 | NEGOTIATIONS & CONFLICT RESOLUTION Chapter 1: Nature of Negotiation What: Negotiation is a social process by which interdependent people with conflicting interests determine how they are going to allocate resources or work together in the future. It is a social process because people must interact with others to achieve their desired outcomes. When: We negotiate when we believe we can achieve more with others than without them. Why: Negotiation has become more important
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NEGOTIATION PLANNING FORM Negotiation Simulation: Alpha-Beta Team: B ABOUT YOUR TEAM 1. What is your overall goal? Our topmost need is to attain greater scale economies in production by significantly boosting overseas sales of robots. We especially want to develop a presence in the currecnt small but rapidly growing Alphan market. We choose this goal since it is SMART. We focus on a specific goal that developing a presence Alphan market. If we can get stable sales channels and attain a
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Executive Summary: Before coming to negotiation work shop I strongly believed that it is not easy to get achieve Win-Win or Win loss results at every negotiation. That’s made me more excited to attend this work shop. In my personal life‚ people around me believe me that I am a good negotiator/ buyer as “buying research “ is my routine activity. I have been successful most of the time in negotiating good deal for the things I buy in my personal life. When it comes to professional life‚ I
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Influence of Culture on Negotiations Negotiation Elements and Cultural Dimensions adopt a much less confrontational style in order to avoid direct‚ aggressive conflict. These cultures may adopt a more collaborative orientation toward the negotiations. In developing a strategy‚ it must also include levels of risk a party is willing to take for sharing the information‚ revealing positions‚ and general considerations on how to best approach a collaborative negotiation strategy. According to Hofstede
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The Coca-Cola Company * 1922: A print ad in the Saturday Evening Post. The Coca-Cola Company 1936: An ad highlighting 50 years of Coca-Cola. The Coca-Cola Company * 1941: Cardboard cutout easel display. The Coca-Cola Company 1943: A large cardboard subway sign. The Coca-Cola Company * 1945: A cardboard easel sign for Woolworth. The Coca-Cola Company 1950. The Coca-Cola Company Prices change; that’s fundamental to how economies work. And yet: In 1886‚ a bottle
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