Breakthrough Business Negotiation

Breakthrough Business Negotiation is a definitive guide to negotiating in any business situation. This smart and practical book by Michael Watkins, a leading expert in negotiation at Harvard Business School, presents principles that apply to any negotiation situation and tools to achieve breakthrough results. Step by step, Breakthrough Business Negotiation demonstrates how to diagnose a situation, build coalitions, manage internal decision making, persuade others, organize a deal cycle, and create strategic alliances. Watkins also explains how to prevent disputes from poisoning deals.

Corporate negotiation is a process like all other business strategies. In today's challenging and ever-changing business environment, it is imperative to understand negotiations from the perspective of both the buyer and the seller. In Strategic Negotiation, Dietmeyer and Kaplan use a research-based approach to negotiation that assists sales professionals in reaching their own business goals, while ensuring that their customers meet budget and professional objectives as well-going beyond win-win to achieve true, measurable business value for all parties at the negotiating table.

Learn to be a better negotiator--and achieve the outcomes you want. If you read nothing else on how to negotiate successfully, read these 10 articles. We've combed through hundreds of Harvard Business Review articles and selected the most important ones to help you avoid common mistakes, find hidden opportunities, and win the best deals possible. This book will inspire you to: Control the negotiation before you enter the room Persuade others to do what you want--for their own reasons Manage emotions on both sides of the table Understand the rules of negotiating across cultures Set the stage for a healthy relationship long after the ink has dried Identify what you can live with and when to walk away This collection of articles includes: "Six Habits of Merely Effective Negotiators" by James K. Sebenius; "Control the Negotiation Before It Begins" by Deepak Malhotra; "Emotion and the Art of Negotiation" by Alison Wood Brooks; "Breakthrough Bargaining" by Deborah M. Kolb and Judith Williams; "15 Rules for Negotiating a Job Offer" by Deepak Malhotra; "Getting to Si, Ja, Oui, Hai, and Da" by Erin Meyer; "Negotiating Without a Net: A Conversation with the NYPD's Dominick J. Misino" by Diane L. Coutu; "Deal Making 2.0: A Guide to Complex Negotiations" by David A. Lax and James K. Sebenius; "How to Make the Other Side Play Fair" by Max H. Bazerman and Daniel Kahneman; "Getting Past Yes: Negotiating as if Implementation Mattered" by Danny Ertel; "When to Walk Away from a Deal" by Geoffrey Cullinan, Jean-Marc Le Roux, and Rolf-Magnus Weddigen.

Corporate negotiation is a process like all other business strategies. In today's challenging and ever-changing business environment, it is imperative to understand negotiations from the perspective of both the buyer and the seller. In Strategic Negotiation, Dietmeyer and Kaplan use a research-based approach to negotiation that assists sales professionals in reaching their own business goals, while ensuring that their customers meet budget and professional objectives as well-going beyond win-win to achieve true, measurable business value for all parties at the negotiating table. The authors use their own strategic, four-step negotiation process to teach sales professionals how to attain quantifiable value in their dealings: * Estimating the negotiation. What are the actual issues in the negotiation? Sellers determine the effects, both positive and negative, of a lost deal. * Validating the estimation. A fact-finding exercise to confirm the accuracy of previously made assessments. * Creating value. Sellers structure a series of deals creating measurable value for parties on both sides of the negotiation. Each offer addresses the essentials but goes on to include additional benefits for the buyer. * Dividing value. A presentation of ""multiple equal offers"" is made to buyers, providing more value and choices than they anticipated. Chapters include worksheets for readers to analyze and evaluate their own negotiations from both a seller's and buyer's point of view.

Use this book to improve your negotiation strategies If you want to position yourself advantageously in your company in the long term, you have to master negotiation strategies. Gain a decisive advantage over your business partners and learn everything about successful negotiation with this book. The authors provide a valuable overview of concrete negotiation situations in industry and business and show ways to achieve successful negotiation breakthroughs. Their book systematically and logically brings together the following aspects: Negotiation preparation Conducting negotiations Negotiation psychology Success in negotiations In addition to the structured approach in a six-phase model, the authors also explain in a practical and clear manner all the psychological and non-verbal tools that lead to a successful negotiation conclusion. The authors have many years of profound international management experience and provide helpful recommendations on how to effectively take intercultural elements into account in negotiations. The contents of the book at a glance Learn to negotiate successfully and acquire in-depth knowledge in the following areas: Negotiation concepts Negotiation management and preparation Best-in-class negotiations Appropriate tools and tactics in negotiations Analysis techniques of non-verbal communication Negotiations in an international context Negotiations in the face of financial difficulties and the threat of insolvency Negotiations in complex projects. Who should read this book on successful negotiations? With its structured approach, the book is particularly recommended for employees in development, quality management, purchasing, production, marketing and sales. But also project managers, executives and entrepreneurs who repeatedly have to negotiate customers or suppliers about performance features of products and services will benefit from this book, because here they learn the negotiation techniques with which they can convince in important discussions. The symbiosis of theory and practice also makes this work suitable for use in higher education and provides professors, teaching staff and students in an international context with an overview of the subject. This book is a translation of the original German 1st edition Erfolgreiche Verhandlungen by Marc Helmold, Florian Hummel and Tracy Dathe published by Springer Fachmedien Wiesbaden GmbH, ein Teil von Springer Nature in 2019. The translation was done with the help of artificial intelligence (machine translation by the service DeepL.com). A subsequent human revision was done primarily in terms of content, so that the book will read stylistically differently from a conventional translation. Springer Nature works continuously to further the development of tools for the production of books and on the related technologies to support the authors.

At last, here is a book that shows women how to recognize the Shadow Negotiation -- in which the unspoken attitudes, hidden assumptions, and conflicting agendas that drive the bargaining process play out -- and how to use that knowledge to their advantage. Each time people bargain over issues -- a promotion, a contract with a new client, a bigger role in decision-making -- a parallel negotiation unfolds beneath the surface of the "formal" discussion. Bargainers constantly maneuver to determine whose interests and needs will hold sway, whose opinions will matter, and how cooperative each person will be in reaching an agreement. How the issues are resolved hangs on the actions people take in the shadow negotiation, yet it is in this shadow negotiation that women most often run into trouble. The most productive negotiations take place when strong advocates can connect with each other. Good results depend equally on a bargainer's positioning her ideas for a fair hearing and on being open to the other side's point of view. But traditionally women have not fared well on either front. Often, they let negotiable moments slip by and take the first "no" as a final answer, or their efforts to be responsive to the other side's position are interpreted as accommodation. As a result, women can come away from negotiations with fewer dollars, perks, plum assignments, or less say in decision-making than men. To negotiate effectively, women must pay attention to acts of self-sabotage as well as to the moves others make in the shadow negotiation. By bargaining more strategically, women can establish the terms of their advocacy, their voice, and at the same time encourage the open communication essential to a collaborative discussion in which not only acceptable, but creative, agreements can be worked out. Written by Deborah M. Kolb and Judith Williams, two authorities in the field, The Shadow Negotiation shows women a whole new way to think about the negotiation process. Kolb and Williams identify the common stumbling blocks that women encounter and present a game plan for turning their particular strengths to their advantage. Based on extensive interviews with hundreds of business-women, The Shadow Negotiation provides women with a clear, insightful guide to the hidden machinations that are at work in every bargaining situation.

We all want to get to yes, but what happens when the other person keeps saying no? How can you negotiate successfully with a stubborn boss, an irate customer, or a deceitful coworker? In Getting Past No, William Ury of Harvard Law School’s Program on Negotiation offers a proven breakthrough strategy for turning adversaries into negotiating partners. You’ll learn how to: • Stay in control under pressure • Defuse anger and hostility • Find out what the other side really wants • Counter dirty tricks • Use power to bring the other side back to the table • Reach agreements that satisfies both sides' needs Getting Past No is the state-of-the-art book on negotiation for the twenty-first century. It will help you deal with tough times, tough people, and tough negotiations. You don’t have to get mad or get even. Instead, you can get what you want!

The must-read summary of Brian Dietmeyer and Rob Kaplan's book: "Strategic Negotiation: A Breakthrough 4-Step Process for Effective Business Negotiation". This complete summary of the ideas from Brian Dietmeyer and Rob Kaplan's book "Strategic Negotiation" shows that negotiating effectively isn't really an art. It is a science or process that can and should be systemised as deals are becoming more and more complex. In their book, the authors provide a formal four-step process for strategic negotiation which will take the guesswork out of negotiating and enable you to blueprint each transaction. This summary explains each of these steps and how you can apply them. Added-value of this summary: • Save time • Understand key concepts • Improve your negotiation skills To learn more, read "Strategic Negotiation" and discover the key to becoming a world-class negotiator.

The traditional, adversarial approach to negotiating, taught in books, seminars, and business courses all over the world, is a reductive approach: each side seeks to gain as much as possible by minimizing the value obtained by the other. If both parties are "tough negotiators," they'll succeed at the second objective and fail at the first. The result: minimum value for both sides. The age-old rules are known; keep your "opponent" guessing; don't give away too much information about yourself or your needs; negotiate from a position of strength and force your "adversary" to negotiate from weakness; use tricks and gimmicks to throw them off their game. The legacy of tough negotiating is, just as often as not, dissatisfaction, animosity, failed deals, broken agreements, lawsuits, and even war. Had enough of the same old shoving matches and head games? Now, try Added Value Negotiating, the breakthrough five-step method pioneered by Dr. Karl Albrecht and Dr. Steve Albrecht. AVN does not begin with the usual "offer and counteroffer" procedure so commonly used in negotiating. The first stage is an open and candid sharing of interests and objectives by both parties. Once both parties have expressed their interests, the method proceeds to the careful and thorough identification of the possible elements of value that might be involved in meeting the respective interests. This is where the "added value" component comes in. The objective is to build as much value as possible into the deal, not as little as possible. The AVN process then uses various methods for "deal building," which is a cooperative process of constructing several alternative "deal packages," each with a different emphasis on various configurations of value. The concept of multiple options is extremely important, because it replaces the "push-pull" psychology of the offer and counter-offer procedure with a cooperative search for mutually acceptable value. Provide a copy of "Added Value Negotiating" to every executive, manager, and professional person in your organization.