The following items are tagged sales.
Adapted from “To Break an Impasse, Loosen Up,” by Guhan Subramanian (professor, Harvard Business School and Harvard Law School), first published in the Negotiation newsletter.
Imagine that you and your family have moved to a new town. You’re living in a month-to-month rental and have finally found the perfect house to buy. Unfortunately, the seller is
Adapted from “Do a 3-D Audit of Barriers to Agreement,” by James K. Sebenius (professor, Harvard Business School), first published in the Negotiation newsletter.
When talks stall, it’s tempting to jump to conclusions: “They’re being unreasonable.” “We’re not communicating well.” “We’re in a weak position.” Sometimes, however, setup barriers are to blame—that is, you don’t have
Adapted from “Should You Get the Kinks Out?” by Ian Larkin (professor, Harvard Business School), first published in the Negotiation newsletter.
You may have heard about the power of contingent contracts in negotiation. As an example, imagine that a supplier has proposed you pay a bonus of 10% if the fault rate for its products is
Adapted from “Fair Enough? An Ethical Fitness Quiz for Negotiators,” by Michael Wheeler (professor, Harvard Business School), first published in the Negotiation newsletter.
Imagine that you bought a rustic cabin at its asking price. Now flash-forward a few years. You’ve enjoyed the place immensely but just learned that a motorcycle racetrack will be up and running
Adapted from “Give a Gift that Keeps on Giving (to You),” first published in the Negotiation newsletter.
It was the kind of windfall that would make any employee feel appreciated. In October 2009, Jenna Lyons, the creative director of New York–based fashion retailer J. Crew, received a cash bonus of $1 million from her boss, J.
DAVID LAX is Managing Principal of Lax Sebenius LLC, a firm that assists companies and governments in complex negotiations and competitive bidding. Dr. Lax was a professor at the Harvard Business School and in 1982, he co-founded the Negotiation Roundtable, an ongoing forum in which hundreds of negotiations have been examined to extract their most valuable lessons.
Adapted from “How to Say What Matters Most,” by Susan Hackley (managing director, Program on Negotiation), first published in the Negotiation newsletter.
In their book Difficult Conversations: How to Discuss What Matters Most (Penguin Putnam, 2000), authors Douglas Stone, Bruce Patton, and Sheila Heen tell us how to engage in the conversations in our professional or
In this Special Report, we offer expert advice from the ‘Negotiation’ newsletter to help you close your most important sales negotiations.
The PON Clearinghouse offers hundreds of role simulations, from two-party, single-issue negotiations to complex multi-party exercises.The following role simulation is a two-party, four-issue negotiation between representatives of two companies with different national and corporate cultures regarding a possible joint venture.
Scenario: MedDevice, a U.S.-based Fortune 500 company that manufactures high technology medical equipment, and Lee Medical
Adapted from “Aim High, Improve Negotiation Results,” by Maurice E. Schweitzer (professor, University of Pennsylvania), first published in the Negotiation newsletter.
Goal setting affects performance. In a review of goal-setting research, scholars Deborah Zetik and Alice Stuhlmacher of DePaul University found that when negotiators set specific, challenging goals, they consistently outperform those who set lower or
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