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Tài liệu tiếng Anh thương mại quản lý Chapter 16 Negotiation
16-1 Chapter 16 Negotiation 16-2 Key Concepts • Objectives of Negotiation » Quality » Fair and Reasonable Price » On-time Performance » Control » Cooperation » Supplier Relationship Management • When to Negotiate 16-3 Key Concepts • Supply Management’s Role in Negotiation » The Supply Management Professional Acting Alone » The Supply Management Professional as the Negotiating Team Leader • The Negotiation Process » Preparation » Establishing Objectives » Identify the Desired Type of Relationship • Three Powerful Preparation Activities 16-4 Key Concepts • Face-to-Face Discussions » Fact Finding » Recess » Narrowing the Differences » Hard Bargaining • Techniques » Universally Applicable Techniques » Transactional Techniques » Collaborative and Alliance Negotiating Techniques • The Debriefing: An Incredible Learning Opportunity • Documentation 16-5 Key Concepts • Online Negotiation • Negotiating for Price » Price Analysis Negotiation » Cost Analysis Negotiation • Characteristics of a Successful Negotiator 16-6 Objectives of Negotiation • Quality • Fair and responsible price • On-time performance • Control • Cooperation • Supplier relationship management 16-7 When to Negotiate • When any of the five prerequisite criteria for competitive bidding are absent • When many variable factors bear not only on price but also on quality and service • When early supplier involvement is employed • When the business risks and costs cannot be predetermined • When a customer firm is contracting for a portion of the seller's production capacity 16-8 When to Negotiate • When tooling and setup costs represent a large percentage of the supplier's total costs • When a long period of time is required to produce the items purchased • When production is interrupted frequently because of numerous change orders • When a thorough analysis is required to solve a difficult make‑or‑buy decision • When the products of a specific supplier are desired to the exclusion of others 16-9 Supply Management’s Role in Negotiation • The Supply Management Professional Acting Alone • The Supply Management Professional as the Negotiating Team Leader 16-10 Bidding or Negotiation? • Recall the prerequisites to bidding… » Dollar value must be large » Specifications must be clear » Market must consist of an adequate number of sellers » Sellers must be qualified and want the contract » Time available must be sufficient • If any of these are not true, then negotiation is the best choice [...]... efforts, and other vital services 16- 12 Negotiation Teams • Cross functional members • Supply manager frequently serves as leader • Overall strategy is required • Roles are defined • Mock negotiations are needed 16- 13 The Negotiation Process 1 Preparation 2 Establishment of objectives 3 Face to face discussions 16- 14 Preparation • 90% of the time involved in a successful negotiation is invested in preparation... secrets or core competencies, the negotiation is more likely to take place face-toface • Buyer-supplier relationships will be perceived as more distant, the more online communication and negotiation are used • Less formal planning will occur prior to online negotiations than for those conducted face-to-face 16- 34 Negotiating for Price • Price Analysis Negotiation » Negotiation time is shorter » Support... Differences • Hard Bargaining 16- 23 Universally Applicable Techniques • Getting to Know You • Use Diversions • Use Questions Effectively • Use Positive Statements • Be a Good Listener • Be Considerate of Sellers 16- 24 Transactional Techniques • Keep the Initiative • Never Give Anything Away • Frame the question • The Dynamics of a Transactional Negotiation 16- 25 Dynamics of a Transactional Negotiation Minimum... feedback 16- 28 Documentation • Subject • Introductory Summary • Particulars • Procurement situation • Negotiation summary 16- 29 Online Negotiation • Agreements founded solely on written communication tend to have problems • Those that include written and telephone communication are sustainable • The best relationships are those that go beyond other forms of communication to involve face-to-face meetings 16- 30... meetings 16- 30 Advantages to Online Negotiation • Can help focus on the issues separately from personalities • Brainstorming may be more productive • Online communication can free the buyer and supplier from location dependency • If the negotiation is not being done “live” on the Internet, the time for conducting the negotiations is relatively flexible 16- 31 Drawbacks to Online Negotiation • Some of the drawbacks... perceptions 16- 32 Hypotheses Regarding Negotiations • The more important the issue, the more likely it is that it will be negotiated face-to-face • The more politically sensitive the issue, the more likely it is that it will be negotiated face-to-face • If either negotiator will be personally affected by the outcome, that person may want to conduct the negotiation in person 16- 33 Hypotheses Regarding Negotiations... approaches presented earlier in the book in Chapter 4 are: » » Collaborative » • Transactional Alliance The desired type or relationship is strongly related to the negotiation tactics a negotiator should and should not use 16- 21 Five Powerful Preparation Activities • The BATNA • The Agenda • “Murder Boards” and Mock Negotiations • Crib Sheets • Draft Agreements 16- 22 Face-to-Face Discussions • Fact Finding...Conditions Demanding Negotiation • Impossible to estimate costs with a high degree of certainty • Price is not the only important variable • Purchasing firm anticipates a need to make changes in the specification • Special tooling of setup costs are major factors 16- 11 Even if the previous list is met… here are two arguments for Negotiation • The negotiation process is far more likely... of Transactional Negotiation Seller’s position Minimum Objective Maximum Cost 16- 26 Collaborative and Alliance Negotiating Techniques • Separate the people (negotiators) from the problem (quality, price) • Focus on interests, not positions • Invent options for mutual gain • Insist on using objective criteria 16- 27 The Debriefing: An Incredible Learning Opportunity • Conducted by the negotiation team... Cost Analysis Negotiation 16- 35 Characteristics of a Successful Negotiator • All realize that specialized training and practice are required to become an effective negotiator • All habitually enter into negotiations with more demanding negotiating objectives than their counterparts, and generally they achieve them • All are pragmatic and flexible in their capability to deal with different negotiation . 16- 1 Chapter 16 Negotiation 16- 2 Key Concepts • Objectives of Negotiation » Quality » Fair and Reasonable Price » On-time Performance » Control » Cooperation » Supplier. Opportunity • Documentation 16- 5 Key Concepts • Online Negotiation • Negotiating for Price » Price Analysis Negotiation » Cost Analysis Negotiation • Characteristics of a Successful Negotiator 16- 6 Objectives of Negotiation • Quality • Fair. services 16- 13 Negotiation Teams • Cross functional members • Supply manager frequently serves as leader • Overall strategy is required • Roles are defined • Mock negotiations are needed 16- 14 The Negotiation