By Robert S. Kaplan, David P. Norton
Read Online or Download Balanced Scorecard Report - The Strategy Execution Source - Volume 10 Number 2 - Mar-Apr 2008 PDF
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Compliment for useful Negotiating: instruments, strategies & Techniques
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A bracing account of a battle that lingers in our collective reminiscence as either ambiguous and unjustly ignored For americans, it was once a discrete clash lasting from 1950 to 1953 that has lengthy been overshadowed via global conflict II, Vietnam, and the warfare on Terror. yet as Bruce Cumings eloquently explains, for the Asian international the Korean warfare used to be a generations-long struggle that also haunts modern occasions.
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- Seeing What's Next: Using the Theories of Innovation to Predict Industry Change
Extra resources for Balanced Scorecard Report - The Strategy Execution Source - Volume 10 Number 2 - Mar-Apr 2008
Qxd 4/4/07 8:51 AM Page 40 PLANNING THE NEGOTIATION ☞ Effective negotiators develop a settlement range that includes: —Desired settlement point. —Opening position. —Walk-away point. ☞ Using additional currencies can close the gap in the settlement range and enhance the overall value of the deal to both parties. 5 allows you to create a Needs/Objectives Matrix for future negotiations. Consider an upcoming negotiation with a colleague, customer, or any other party. List as many needs as you can think of for yourself, then list what you assume to be the needs for the other side.
Qxd 4/4/07 8:51 AM Page 39 Setting Objectives and Determining Positions Buyer and Seller could bargain or haggle over the price or look outside the narrow issue of cash to other currencies. Each party could add significant value to the deal, as shown in the following: Buyer Offers • Pay with cash or check to eliminate credit card fee to the seller. • Purchase maintenance contract. • Pay for a printer upgrade. • Purchase additional equipment or software. Seller Offers • Maintenance contract at a reduced rate including in-home service.
Using this information may help determine your position and settlement range, as we discuss next. qxd 4/4/07 8:51 AM Page 37 Setting Objectives and Determining Positions Determining Position and Settlement Range Position versus Objective For a specific negotiation, needs and objectives tend to remain relatively constant. If my objective is to increase market share or sales volume, this will usually serve as the anchor or focal point for the rest of my plan. , other clients or sources of supply).