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Resources

We hope that business negotiators find what they're searching for in our free resources. This is the next best thing to coming on one of our negotiation seminars.

Collective Bargaining
A negotiation process that occurs between employers (or their representatives) and the representatives of a union to negotiate issues that consists of wages, hours of work and other conditions of employment. Normally results in a written contract that is defined by specific time duration ‘life of the contract’. Doesn't necessarily comprise of bargaining as the name suggests. Learn more about Collective Bargaining
The Zone of Possible Agreement (ZOPA)
ZOPA might almost sound like a foreign word for a cheer of joy, or maybe even a new and exciting soft drink about to splash the marketplace. It's neither but if you have a wide ZOPA in your negotiation, it's nearly as sweet. Negotiation ZOPA stands for Zone of Possible Agreement. It's the blue sky range where deals are made, that both parties to a negotiation find acceptable. Whether we're buying something at a bustling yard sale, a country home, or entering into a complex business
Negotiation Coalition
A temporary union between two or more individuals or groups for a common aim or goal. A relatively common practice utilized in multi-party negotiations, used to gain advantage in the negotiation. Coalitions are more common when negotiators' stand to gain more through collaboration than through competing.
Avoiding Common Pitfalls during Negotiations in China
Western business people are flocking to the Far East. China has clearly become one of the most sought after places that offer a near endless source of potential market growth. For many westerners, the eastern part of the world is a place steeped in mystery and a culture, both alien and fascinating to our way of doing things. China is a vast potential marketplace of over a billion plus potential. Millionaires spring up like weeds virtually overnight, while millions of peasants
BATNA
BATNA is an acronym popularised by Roger Fisher and William Ury which stands for 'Best Alternative to a Negotiated Agreement'. BATNA answers the question: 'What would you do if you weren't able to agree a deal with your negotiation counterparty?' Your BATNA is the alternative action you'll take should your proposed agreement fail to materialize. Most business people simply use the phrase: 'Best Alternative'.
Knowing When It's Time to Walk-Not Talk
"A long dispute means both parties are wrong." Voltaire Knowing when and how to negotiate is one thing. Knowing when not to negotiate at all, is an altogether different matter. Every savvy negotiator is aware that there are times to break off the talks for now, in order to enhance the talks later. Reasons could include a cooling off process or to re-evaluate new information. However, there are other thorny conditions which can crop up when the circumstances compel you to not negotiate
Counter Purchase
An arrangement where one company (the seller), agrees to sell products or services to a foreign purchaser, but also simultaneously agrees to purchase specified products or services from the foreign partner. Also known as parallel bartering and is the most commonly used form in a countertrade agreement in international business interactions.
Principal and Agents in Negotiation
In negotiations, you have to know who's sitting at the table. Some of these individuals can make binding decisions on the spot. In many other situations, the people involved represent the decision makers. They may have only limited authority. Or, they may have no authority at all. Let's look at this in more detail. Principals In all negotiations, the principle parties are the decision makers. These are the people who ultimately make or break the deal. These are the 'Top Dogs'.
Negotiation Bargaining Zone
Your Bargaining Zone is the range or area in which an agreement is satisfactory to both negotiating parties. The bargaining zone is essentially the overlap area between walk away positions in a negotiation.
Japanese Business Negotiation Relationships with Westerners
by - Dr. Bob March
A discovery from my 1980s consulting and training work in Japan, was that Westerners in business meetings with Japanese were generally more ill at ease, uncomfortable and awkward than were the Japanese. This went so much against the stereotypes that both Westerners and Japanese business people shared. The Japanese were seen as shy violets, Westerners as sociable and extrovert. My research about business people however, was confirmed again and again, especially in business
Aspiration Base
Setting the highest achievable negotiation target level in terms of goals or objectives to conclude a negotiated agreement.
Building Trust with the Japanese
by - Dr. Bob March
Japanese believe, once the first contacts, and introductions are completed, the next stage involves the development of trust through deeper knowledge of what the Westerners have to offer. How we handle ourselves as business people and managers, our efficiency, manufacturing methods, the standard of quality of our products and whether or not we are people they can do business with. There are times when the seller wonders: "what else does it take?" For some the answer is: "It
Arbitration
A process to resolve a dispute between negotiating parties who have reached a deadlock in their negotiation. The parties in dispute are referred to a ‘third party’, which is one that is either agreed upon by the parties in dispute, or as provided by legislated law. The third party renders a judgement that is binding on the parties in dispute. Arbitration is often used in international negotiations and in collective bargaining.
Negotiation Interests and Positions
When two people take opposing sides on any particular issue in a dispute, they both often refuse to budge from their divergent viewpoints. The end result is a stalemate. If a solution is found then both will win, which we call a win-win negotiation outcome. The basic reason why many people fail to find a negotiated agreement is that each has taken what is known as a 'negotiation position'. One wants something that the other doesn't. That's usually the basic reason. It's like kids
Negotiation Anchoring
Anchoring is an attempt to establish a reference point (anchor) around which a negotiation will revolve and will often use this reference point to make negotiation adjustments. Anchoring often occurs when the first offer is presented at the beginning of a negotiation.
Your Ideal Negotiation Meeting Location
by - Jonathan Sims
The question as to where a negotiation should ideally take place is a critical one and gives rise to both well-thought advice and knee-jerk reactions. The most widely held belief taught on most sales negotiation courses and buyer negotiation courses is that negotiators are at an advantage holding negotiation meetings on their own territory. I would like to offer some alternative food for thought. Negotiation text books often make analogies with sports events where, true
Negotiation Bargaining
Bargaining is a simple form of distributive negotiation process which is both competitive and positional. Bargaining doesn't seek to create value, but instead focuses on negotiators claiming value. Bargaining very often revolves around a single issue usually price. Bargaining predominates in one-time negotiations, e.g. buying or selling a car or house when you don't intend on having an ongoing relationship. One party usually attempts to gain advantage over another
Ways to rationalize a stalled negotiation
Everything at the office was moving smoothly along until a nasty little hurricane decided to tear a hole in your supply line. In a time of short supply and high demand, your main supplier is sitting across from you at your desk. He is poking his finger in the air for emphasis, while loudly demanding a 20% increase in their delivery costs. He ends his tirade by telling you that he is,' Not going to budge.Period!' Now, you ask yourself, how am I going to deal with this guy when my company
Winners Curse
Occurs when an under aspiring negotiator sets their target or aspirations (goals or objectives) too low at the outset of a negotiation and is granted an immediate agreement by their negotiating counterpart.
Sales Team Negotiation Training: Customised Case Studies
by - Dr. Bob March
The Negotiation Experts makes extensive use of case studies and customised role playing in training sales negotiation teams. Simulating commercial selling negotiation training scenarios customised to our client's business reality is the best way to assess a sales negotiators strengths and weaknesses. There is no better method of rapid feedback. Mistakes in role playing don't end up costing sales revenue or sales margin and are highly engaging. In this article Professor