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					FINGERTIP FACTS
Ezgi KARABİLECEN – 20212081
   Gonca HAZIR – 20212057
   Neşe ÖZKAN – 20212459
Ömer Faruk AYDIN – 20112663
Tactic
• A planned action for accomplishing an end.
• In terms of negotiation; an activity designed
  to achieve a desired result.
Tactic
• 3 things to know about tactics in a
  negotiation:
   – Which tactic we want to use
   – Which tactic would be appropriate
   – Which tactic is used by the other party
Preparation
• Negotiation requires a preparartion first
• If a negotiation hold inattentive, the
  effectiveness of negotiator would be low.
Preparation
• Preparation step:
   – What is important for the other party in decision
     making?
   – Where do they want to meet for negotiation?
   – What kind of factors would be important? (cost,
     price, amount, delivery...etc)
Preparation
• Good negotiators has ideal objectives
  depending on Win-Win situation. Also, they
  consider the lower limits or the worst
  scenario
Preparation
• Preparation step of an effective negotiation
  contains those determinations:
  – Other party’s position and opening
  – How the negotiator acts to achieve the objectives
  – Other party’s problems, opportunities,
    preferences and needs
  – The lower limits
  – Other party’s compensations
Information
• The facts and principles obtained as a
  result of learning, searching and
  observation
Information
• Allows us to adapt new situations
• Provides competetive advantages
• Information should be recordable, observable,
  obtainable
• A valuabel information is specific, tested, confirmed
  and shared.
Information
• It allows the negotiator;
  – To define his/her position
  – To select his/her arguments
  – To have data for desired result
• Information as a powerful tool
Information Sources
• Formal and informal sources
• We can reach information by
  –   Libraries
  –   Internet
  –   Newspapers, magazines and other publications
  –   People
  –   Public institution’s publicaions
  –   Company Profile from Rating Corporations
GATHERING INFORMATION
AT PRENEGOTIATION
 •Our goals
 •Negotiation Subject
 •Related market information
 •Both sides’ interest
 •Depth line of other side
 •Influence and pressure of
 current economic,social and
 political environment
Person who gives a technology licence
must gather information about;


  • Is there any potential buyer effort about
    improve or get hold of same or
    equivalance technology by itself.
  • Economic benefits that arise from
    buying this technology decision of
    potential buyer.
  • Cost of technology application to
    potential buyer.
 Analyzing the Other Party


Several key peaces of backround
information will be of great importance
in aiding in our own preparation.
  Analyzing the Other Party
• The other party’s current resources, interest,
  and needs.
• The other party’s objectives.
• The other party’s reputation and negotiation
  style.
• The other party’s BATNA.
• The other party’s authority to make an
  agreement.
• The other party’s likely strategy and tactics.
FINGERTIP FACTS
The best negotiators
  are well-trained
  persons who can
  recall facts
  immediately that will
  aid them when they
  require those facts.
The ability to quote facts at the most
 proper time in the negotiations can
 assist negotiator in achieving the
 desired result.
DISTANT NEGOTIATION
Arrange the office and files appropriately
  so that required information can be
  obtained instantly.
Case:

“ I’ll get back to you “ isn’t enough satisfying.

To answer quickly;
    -rearrange the office
    -access all the required files by moving
    only the chair
The danger of using the telephone is the
 inference that speed is essential.

Counterparty expects immediate answer
 and makes pressure on the other side.

 “competitive goals”
FACE TO FACE
• It is possible to use files and computer
  loaded information during discussion.

• With laptops the required information can
  be reached.

• Say “ excuse me for a moment, I have
  some information here about that”

• Aide-memory are also useful
• all required information exist in
  available form for both parties.

• Nothing can be happen without the
  knowledge of the other side

• None of the sides can plan to hurt
  the counterparty; and collaborative
  goals can be achieved.
REFERRAL TO HIGHER
AUTHORITY
“ I’m not sure how my boss will take it”.

Force the other side to decide

Use once per negotiation

“self-centered goals”
Sometimes, people are forced to negotiate
 without any real scope for them to
 exercise any real authority

This places them in an invidious position
 particularly where this is known the other
 side

This is a situation waiting to be exploited.
For negotiator; not to be exploited by the
 counterparty
     “defensive goals”

For counterparty; seek to detect a weak
 point of the negotiator to hurt him
     “aggressive goals”
BLUFFING
Spotting other side’s bluff wolud be a great
 opportunity.

“competitive goals”

Become the “win” side of the win-lose
 situation.
CASE STUDY

    VALUED EMPLOYEE
• Martin is a valued employee of Printco.
• His employment contract has six
  months left to run.
• There is a substantial accrued bonus to
  Martin within eleven month but only if
  he is still employed by Printco.
Rumours
1. Company will be sold to a big
   conglomerate in the near future.

2. Printco’s competitor is trying to lure
   Martin away from the company.
What Information Are You
Seeking?
Assume you are boss;

• Does Martin enjoy working at Printco?

• Has Martin actually been approached by
  competitors to jump ship?

• Does Martin control his customers personally or
  are they actually loyal to Printco?

• What attitude does Martin have toward his
  accrued bonus?
Assume you are Martin;

• There are still six months for the contract
  to end, why Printco starts negotiations?

• Is Printco about to be acquired?

• What is the Printco’s assumption about the
  loyalty of your customers?
How will you reach the
required information?

• Low key style

• The more you talk, the less information
  comes to your way.
Two ways to seek information:

• Direct style
  – Disadvantage: Highlights the subject.

• Indirect style
  – Disadvantage: One can not reach any useful
    information unless putting the other side on
    the spot.
Mr. Cellar (seller)
• asks 200.000$, but ready to get at least
  185.000$

Mrs. Byre (buyer)
• wants to pay 175.000$, but ready to pay
  190.000$
Information Wrap-Up
1. Keynote

2. Blunder

3. Lapse

				
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