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2022it作业代写英国Strategic management专业Essay范文essay论文格式 Selecting a Strategy

By August 20, 2022essay代写

2022it作业代写英国Strategic management专业Essay范文essay论文格式 Selecting a Strategy

2022it作业代写英国Strategic management专业Essay范文essay论文格式 Selecting a Strategy

本文主要从Selecting a Strategy分析,由指导留学生论文中心策划组提供。是英文语种、Strategic management研究方向、不需要数据处理的本科课程论文,不需要盲审(博士或硕士生有这个需要),如有需求请联系本站论文购买中心或者提交相关文章的指导需求。

Selecting a Strategy

After you have analyzed your own position (Chapter 21, that of the otherparty (Chapter 31, and looked at the contextual issues of the negotiation(Chapter 41, you are ready to select a strategy to use in negotiating withthe other party. This lengthy preparation allows you to negotiate strategi-cally, adopting a style and plan that is best suited to the situation. As wehave noted before, most people skip this preparation; as a result, they ne-gotiate blind. The right strategy greatly improves your odds of a successfuloutcome.In this chapter, we will look at five basic strategies that can be usedfor negotiation, Each strategy applies to a particular set of qircumstancesand has its own advantages and disadvantages. If you have done yourhomework in Chapters 2 through 4, you will be well prepared for selectingthe appropriate strategy or combination of strategies for a particular nego-tiation situation. Note that we say combination of strategies. Most negotia-tions involve a mixture of issues, and each may be best handled with adifferent strategy. There is usually no single "best" strategy. Variations inthe positions of the parties and the context of the negotiation will affecteach negotiation differently. And as negotiations continue over time, eachside will make adjustments that may call for shifts or changes of strategyby the other side (see Figure 5.1).KEY FACTORS THAT DETERMINE THETYPES OF STRATEGIESThe five basic types of negotiating strategies depend on your combi-nation of preferences for two basic concerns: the relationship with theother negotiator and the outcome of the negotiation ftselJ: The strength orimportance of each of these two concerns, and its relative priority, shoulddirect the selection of the optimal negotiation strategy. The other partymay select a strategy in a similar manner. If they do not, you will want togive serious consideration as to whether you should share this strategic ne-gotiating model with them. Your chances of a good outcome are often bet-ter if both parties agree to play by the same rules. The interaction of thetwa parties' choices will further influence the negotiation process that ac-tually occurs, and this will have dramatic impact on the outcomes. We willnow describe each of these concerns.1Relationship ConcernsFirst, how important is your past and future relationship with the otherparty? How have the two of you gotten along in the past, and how impor-fant is it for the two of you to get along, work together, and like each otherin the future? Perhaps it is very important. Perhaps it does not matter at all.Perh~ps i: is s in uwhere Setween these extremes. If maintaining a good re-lationship with the other party is important to you, then you should nego-tiate differently than if the relationship is unimportant, or if*Inlikelythat you can repair the relationship.The importance of the relationship between the two parties wrll be af-fected by a number of factors: (1) whether there is a relationship at all;(2) whether that relationship is generally positive or negative (whether thetwo of you have gotten along well or poorly in the past); (3) whether a fu-ture relationship is desirable; (4) the length of the relationship and its his-tory, if one exists; (5) the level of and commitment to the relationship;(6) the degree of interdependenke in the relationship; and (7) the amountand extent of free, open communication between the parties.For example, if you are negotiating the purchase of a new car, youmay never have met the salesperson before and may not expect to have acontinuing relationship. Therefore, your relationship concerns arc low.

However, if your business uses a fleet of cars and you expect to work withthis person on deals in the future, your relationship concerns are high, andthis will affect negotiations. Or if you are buying the car from your neigh-bor, and want to continue to have a good relationship with that person,you may negotiate differently than if you are buying it from a stranger.In the case of a party with whom you have an ongoing relationship, itmay be congenial, or it may be antagonistic if earlier negotiations havebeen hostile. If it is a congenial relationship, you may wish to keep it thatway, and avoid escalating emotions. If the relationship has a history ofhostility, you may prefer not to negotiate, or you may want to lower theemotional level in the negotiations. This is important if you expect the re-lationship to continue in the future.You should have a good sense of what to expect from the other party,based on your assessment in Chapter 3.您可能对指导留学论文感兴趣,请登录


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