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D077 Module 9
Negotiation
| Question | Answer |
|---|---|
| Factors that contribute to B2B purchase decisions | Interpersonal; Organization; environmental |
| Interpersonal factors | B2B decisions are influenced by characteristics of the individuals involved in the selection process. |
| Organizational factors | Purchasing decisions, especially large expenditures, may be influenced by the organization’s strategies, priorities, and performance |
| Environmental factors | External factors such as the health of the economy and the company’s industry may determine whether an organization chooses to move ahead with a significant purchase or hold off until economic indicators improve. |
| Straight rebuy | An organization reorders a product or service without modifications |
| Modified rebuy | An organization reorders a product or service with modifications |
| New task | A buying situation where an organization considers buying a product or service for the first time |
| Initiator | who suggest purchasing a product or service |
| Influencers | who try to affect the outcome decision with their opinions |
| Deciders | who have the final decision |
| Buyers | who are responsible for the contract |
| End users | of the item being purchased |
| Gatekeepers | who control the flow of information |
| Negotiation consists of 5 phases | Investigation; determining desired outcome; presentation; bargaining; closure |
| Investigation | This is a key stage that asks- What are your goals for the negotiation? What do you want to achieve? What would you concede? What would you absolutely not concede? |
| Determining your desired outcome | This helps you know whether to accept an offer received during the negotiation. Could you get a better outcome than the proposed deal? What does the other party want? What alternatives do they have? |
| Presentation | In this phase, you assemble the information you have gathered in a way that supports your position. |
| Bargaining | During this phase, parties discuss their goals and seek an agreement. A natural part of this process is making concessions to demonstrate cooperativeness and move the negotiation toward its conclusion. |
| Closure | At the close of a negotiation, you and the other party have either come to an agreement on the terms or one party has decided that the final offer is unacceptable, therefore that party walks away.1 |
| Distributive view | s a traditional fixed-pie approach. Negotiators see the situation as a pie that they have to divide between them. Each tries to get more of the pie and win. |
| Inductive approach | This involves starting on small details and working upward until a settlement is reached. For example, this approach is often taken in labor negotiations. |
| Deductive approach | negotiation begins with the big picture in mind. Negotiators start their discussions with an agreed upon strategy, then work on the details. |
| Mixed negotiations | are the most common and use a blend of inductive and deductive methods. |
| Dual Concern model | describes five common styles of handling conflict based off of the competing concerns of empathy and self-interest. |
| Avoidance | The avoiding style is uncooperative and unassertive. People exhibiting this style seek to avoid conflict altogether by denying that it is there. They are prone to postponing any decisions in which a conflict may arise. |
| Accommodation | style is cooperative and unassertive. In this style, the person gives in to what the other side wants, even if it means giving up one’s personal goals. |
| Compromise | is a middle-ground style, in which individuals have some desire to express their own concerns and get their way, but still respect the other person’s goals |
| Competition | this style want to reach their goal or get their solution adopted regardless of what others say or how they feel. |
| Collaboration | style is high on both assertiveness and cooperation. This is a strategy to use for achieving the best outcome from conflict—both sides argue for their position, supporting it with facts and rationale while listening attentively to the other side |
Created by:
mkale
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