outcomes

The following items are tagged outcomes.

Beyond the Bottom Line

Posted by & filed under Negotiation Skills.

What do people value when they negotiate?

Research by Professors Jared R. Curhan and Heng Xu of MIT’s Sloan School of Management and Hillary Anger Elfenbein of Berkeley’s Haas School of Business provides useful insights concerning this basica question.

Using survey data collected from everyday negotiators and filtering it through a sorting procedure conducted by negotiation professionals, the researchers developed a Subjective Value Inventory (SVI) that includes four factors.

Trust in Negotiations

Posted by & filed under Sales Negotiations.

Trust may develop naturally over time, but negotiators rarely have the luxury of letting nature take its course. Thus it sometimes seems easiest to play it safe with cautious deals involving few tradeoffs, few concessions, and little information sharing between parties. But avoiding risk can mean missing out on significant opportunities. For this reason, fostering trust on the fly is a critical skill for managers. As Kristen knew, the first step to inspiring trust is to demonstrate trustworthiness. All negotiators can apply the six strategies that follow to influence others’ perceptions of their trustworthiness at the bargaining table.

Win-Win Negotiations: Managing Your Counterpart’s Satisfaction

Posted by & filed under Sales Negotiations.

As the following points will demonstrate, ensuring that your counterpart is satisfied with a particular deal requires you to manage several aspects of the negotiation process, including his outcome expectations, his perceptions of your outcome, the comparisons he makes with others, and his overall negotiation experience itself.

Negotiation Design Dimensions: A Checklist

Posted by & filed under Sales Negotiations.

Here the Program on Negotiation offers a checklist of negotiation design categories. Whether your overall negotiation design is decide-announce-defend (DAD) or full-consensus (FC), or a hybrid of both, raising these issues is usually preferable to falling into a set of important decisions by default.

Using Agents Effectively in Negotiation

Posted by & filed under Negotiation Skills.

Once you’ve decided to use an agent, it’s important not to rush headlong into the process – picking the first one you speak to, for example, and sending him off to talks the next day.

You need to choose your agent carefully, then establish a clear, detailed understanding of each other’s responsibilities and expectations.

The following are critical steps in picking an agent and negotiating his contract.

When Do Employees Choose to Negotiate?

Posted by & filed under Dispute Resolution.

More broadly, how does the desire to negotiate stack up against other workplace decision-making procedures?

Negotiation seems to be the preferred decision-making mechanism when employees are seeking individually tailored solutions, such as adjustments to travel and work schedules.

On the other hand, they prefer their compensation to be based on performance criteria and want companywide policies to dictate entitlements such as vacation, sick leave, and parental leave.

A Tale of Two Matching Rights

Posted by & filed under Business Negotiations.

In March 2005, German powerhouse SAP agreed to buy Retek, a small company that offered information management software, for $8.50 a share. The deal included a matching right in which Retek committed to negotiate exclusively with SAP for five days if it received a “superior offer.” The matching right didn’t scare away Oracle, SAP’s archrival, which was convinced that it could integrate Retek’s application software better than SAP could. Oracle offered $9 a share, triggering SAP’s matching right. SAP countered with $11 per share, and Oracle responded with $11.25 per share. SAP declined to match Oracle’s last offer, and Oracle closed its deal in mid-2005.