Week 5: The Award Phase - Discussion
Negotiating Case Study (graded)
Read and review the "BBC vs. Info R Us" Case located in Doc Sharing, let's discuss the following questions:

How should Dan, as the contract manager, prepare for his negotiating session with BBC? How does
this relate to the negotiating assignment?

What if Bennie ignores Dan's recommendations during the negotiation with BBC? How does this relate
to what you learned in the negotiating assignment?

What impact will company politics have on this negotiation?

What risks exist for Dan at this point? How does this relate to what you learned in our negotiating
assignment?
Also, consider if you have been in a similar situation and how you handled the situation. Did you use any of the
best practices discussed this week in that negotiation?
Responses
Response
• How should
Dan, as the
contract
manager,
prepare for Anthony Mayo
his
negotiating
session with
BBC?
Author
Date/Time
5/27/2012 1:27:05 PM
I really like Dan’s idea of “trying to accommodate” BBC where possible, given that BBC has underbid
the project over the three years that Info R Us has worked with them. It’s a sign of good will to try and
accommodate. Additionally, Dan noted that BBC has consistently sought out discounts even after
underbidding; I view these circumstances as serious. Perhaps BBC can’t afford a more expensive
vendor or is having cash flow issues. The fact that “Info-R-Us” has established them-selves with BBC,
over a three year period, their product and service familiarity could provide a leveraging opportunity for
the Info-R-Us company. Given that Dan wants to keep the BBC contract, it seems that he should
operate fairly and go into negotiations from a value-added standpoint, highlighting past and current
performance, seeking an honest discussion of circumstances. Such an approach will still provide the
room for a mutual profit discussion and could reveal information that leads Dan down a more creative
approach.
For example, competitors with Info-R-Us may be able to match Dan’s price offering but they would not
have the history of performance or ongoing performance measures that could be incentivized within a
newer business model. The pricing issue may offer some room for negotiations in overhead if a lower
price has to be sought in exchange for an extension of the current contract terms, etc. In essence, I
think that an established history should carry some unspoken leveraging advantages that perhaps would
not be available to newer vendors. During negotiations risk is always involved despite one’s position. I
therefore think that Dan’s strategy should include some pricing incentives that are tied into the current
existing business model as a potential to extend his current contract. Relying upon business history will
provide wiggle room for cost adjustments that could be offset in overhead if needed; I would travel that
avenue as the goal should be to retain the current client.
RE: • How
should Dan,
as the
contract
manager,
prepare for Professor Gordon
his
negotiating
session with
BBC?
5/29/2012 10:37:14 PM
Anthony,
What about Bennie's view?
All the best,
Robert
RE: • How
should
Dan, as the
contract
manager,
Ruchi Galande
prepare
for his
negotiating
session
with BBC?
5/30/2012 7:56:14 PM
According to my understanding Bennie is considering BBC will shop
around other vendors also before taking any decision about Info R
Us. He knows the market prices are lower than the Info R Us and
don’t want give any chance to BBC to think about outside vendors.
His plan is less price will attract the BBC and they can agree to have
same delivery schedule. Although he understand the risks of less
price and considering the no change id delivery schedule will be
helpful to Info R Us to make profit.
RE: • How
should
Dan, as the
contract
manager,
Teanna Soule
prepare
for his
negotiating
session
with BBC?
5/30/2012 9:01:42 PM
It appears that Bernie, although keeping in mind that a profit
must be made, is not taking the risk BBC is posing into
view. Just because a program comes in on schedule doesn't
mean the product is what the customer wants, quality wise.
Likewise, bidding a low price with high risk of overrunning
not only puts Info R Us at risk of losing profit but also puts
the brand at risk of poor press of ideas like bidding low for
the business but overruning a budget. Ultimately, the
company should try to hold their ground, if they want a
lower cost, without having a meaningful estimate to support
a lower cost (i.e. lower cost of materials, improved
productivity = less hours required...) then negotiations to
remove scope should be considered. Bottomline is that if
BBC can't afford a product, Info R Us isn't going to give it
away.
RE: • How
should Dan,
as the
contract
manager,
prepare for Latosha Smiley
his
negotiating
session with
BBC?
5/28/2012 11:13:14 AM
BBC wants delivery of the product earlier then originally expected and with
larger discounts. I agree with you Anthony, the fact that BBC is seeking a
cheeper vendor or steeper discount may indicate that the company is in
financial trouble. The fact that they have been conducting business with BBC
for three years places the company at an advantage. However Dan is a little
cocky in my opinion. His overconfidence in accomplishing the desired task
at a quicker pace with limited financial resources may result in project
termination. Dan is not willing to consider his companies needs throughout
the negotiation process or the fact that BBC lacks proper planning skills
which has previously lead to higher costs than planned. In efforts to make a
profit Info R Us must consider BBC's previous performance. In efforts to
enter into negotiation both Dan and Bennie must be on the same page. After
reading the case study they do not agree with what needs to be done
throughout the negotiation process. If they can not come to a common
understanding the contract may fail to go through or Info R us may not be
able to pull through with their end of the negotiation.
RE: • How
should
Dan, as the
contract
manager,
Anthony Mayo
prepare
for his
negotiating
session
with BBC?
5/28/2012 11:34:12 AM
Excellent synopsis Latosha as I think that you hit the crux of
the “disconnect” between both companies. I think that Dan
has a sense of what he is seeking within his proposed
negotiations with BBC. It’s always easier to renegotiate a bid,
contract or terms of a contract after a bidder and contractor
have laid the groundwork of what’s required for both entities.
The existing contract and relationship has fostered that
process. I would advise Dan to believe BBC’s issues of cash
flow and pivot his negotiations from that standpoint, coupled
with the needs of his firm, and his desire to continue his firm’s
business relationship with BBC. Trust has been laid within the
foundation from the currently existing contract and should be
built upon and described more fully through an honest
assessment and fleshing out of corporate needs; the new Preaward process will permit that process. These are solid tools
for the negotiation process for both companies. Knowing the
tools that are accessible, reliable and which have been winning
strategies can make the difference within a renegotiation. Info-R-Us has some concrete needs that can be
tooled into honest negotiation tactics that can leverage a
successful strategy with their current client BBC but I think
that trust is foundational to these discussions.
RE: • How
should
Dan, as the
contract
manager,
Latosha Smiley
prepare
for his
negotiating
session
with BBC?
5/29/2012 9:09:27 PM
A Mayo,
You are RIGHT!! The companies have already established a
level of trust among them building a contract based off the
existing relationship would be easy, BBC must not feel like
their needs are not being met while at the same time Info R
Us need not make promises they may not be able to keep in
efforts to land the contract. The bottom line is financial gain!
RE: • How
should
Dan, as the
contract
manager,
Dennis Granlund
prepare
for his
negotiating
session
with BBC?
5/29/2012 7:49:24 PM
I agree and have seen overconfidence and the feeling that they can do
no wrong lead to failure too many times. You have to focus on the
task , scope and value of the contract.
How should
Dan, as the
contract
manager,
prepare for
his
Levonde Jones
5/28/2012 4:44:43 PM
negotiating
session with
BBC?
How should Dan, as the contract manager, prepare for his negotiating session with BBC?
Dan needs to focus and stick to an approved business plan. Dan should NOT lower
the price. Dan needs to communicate with Bennie before the meeting with BBC, to
come to an agreement to resolve negotiation disagreements.
RE: How
should Dan,
as the
contract
manager,
prepare for Cynthia Mcgowan
his
negotiating
session with
BBC?
5/30/2012 5:20:23 AM
I agree with you Levonde, I think that it would benefit Dan and Bennie to
consider this contract modification as critically as it was considered the first
time that the contract was negotiated. And, the same amount of analysis
should go into it. They should be using the best practices, one of which is that
they should develop a solid and approved team negotiation plan; which
means that they need to negotiate with each other and determine were each of
their standings measure up with the goals of the organization. As a part of
this, they will have to determine if the risk of lowering the price will put them
in a position to have to undercut on quality just to continue to make a profit
later, which could hurt them more in the long run.
RE: How
should
Dan, as the
contract
manager,
Martial Yao
prepare
for his
negotiating
session
with BBC?
5/30/2012 5:59:59 PM
Dan knows very well the other party and he thinks that Info R us will
have more and more difficulties to perform the contract if they don’t
pay attention to details. Since three years, BBC is pushing them to
offer larger discount; reduce the profit again is not a good idea for
Dan.
But Bennie, the new sales manager, has his own idea and does not
want to listen too much Dan; I disagree with his attitude; he needs to
understand very well the whole image and takes into account Dan’s
view.
RE: How
should
Dan, as the
contract
manager,
Cynthia Mcgowan
prepare
for his
negotiating
session
with BBC?
6/1/2012 6:47:34 PM
I agree with you martial, I also think that Bennie may have
done his analysis based on data that does not include the
"actuals" from past experiences that Dan has had. Bennie
also seems to be focused on only the short term goal of
retaining the contract, and not looking out for the long term
missions and goals of the organization.
RE: How
should Dan,
as the
contract
manager,
prepare for Lorenzo Welch
his
negotiating
session with
BBC?
5/30/2012 11:19:45 PM
I think Dan has done his research he has worked the contract for 3
years is well knowledgeable on financial status of contract. He
clearly knows the other party and wanted to give Bennie
some background information before they started negotiations. If
Beenie, ignores Dan the company could lose financially offering a a
low bid. Politically Dan and Beenie sounds like they need to meet to
discuss strategy for negotiations they are not on the same page.
RE: How
should
Dan, as the
contract
manager,
Jennifer Weaver
prepare
for his
negotiating
session
with BBC?
6/1/2012 9:14:57 AM
I agree that it is critical that these two get on the same page with their
strategy and approach with this negotiation. There is a potential that
money could be lost if both individuals do not understand the other
approach and I think this might also lead back to the importance of
best practices and strategy definition.
RE:
Negotiating
Case Study
Anthony Collins
5/28/2012 9:25:06 PM
Modified:5/28/2012 9:27 PM
Dan should take a closer look at Bennie’s suggestion (lower price but control over the
schedule) and compare to his plan (not budging on the price) and see if there is any room for
compromise. However, since Dan has greater experience working with BBC, he probably
knows what he is talking about but since he has already used that argument, he will have to
show Bennie on paper why he is right or where there is room for compromise.
Do this and he will have gained Bennie’s respect and will find that future negotiations with
Bennie will come more from a position of strength.
I don’t think that Bennie ignoring Dan’s recommendations will do either he, Dan, or the
company any good. He is staking the company’s viability of retaining such a valuable
account on emotion. He is new to the situation and knows too little about the account to just
discount Dan’s opinion on the matter. After all, it is predicated on a wider experience base.
Dan may could have considered a wiser approach in which he utilized the win-lose negotiation
strategy in which he concealed his own position/interest, revealed Bennie’s position/interest,
and somehow weakened his resolve to the point that Bennie willingly either accepted his
position on the key issues or at least modified some of his positions.
This strategy to be used of course if there is no way to implement a win-win negotiation
strategy. Winning or losing a negotiation can just be a matter of one’s perspective. In order to
find out, one has to compare the situation outcome to whether you got all that you wanted or
how close you got to your best or worst case scenario.
(World Class Contracting, 5th Edition. CCH p. 153).
<vbk:978-0-8080-2568-9#outline(9.1.3.5)>
RE:
Negotiating Renee Gordon
Case Study
5/30/2012 2:16:06 PM
Dan and Bennie do need to come to an agreement on how to handle negotiations with
BBC. If they cannot agree internally, how can they expect to keep BBC's business? I agree
that both Dan and Bennie need to show the other on paper where they are coming from and
how they arrived at their numbers. If they worked together, they might even be able to
combine their ideas to provide a unique solution that will benefit both Info R Us and BBC.
RE:
Negotiating Tamika Francis
Case Study
5/30/2012 11:35:44 PM
In a corporate setting sometimes it can be very necessary to layout on paper
your argument. This is for two reasons so that you have documented proof of
your stated objections and so that can see visual why you are making the
decision you are making. There have been many times that my boss and I do
not agree on a decision and while ultimately her decision is usually the final
decision I will frequently send her an email or show her a print out of why i'm
doing something with cash budgeting etc. While this may not always change
her decision it does very often let her understand where i'm going with my
decision making.
RE:
Negotiating Lorenzo Welch
Case Study
6/2/2012 10:11:44 PM
Tamika it sounds like you have manager that is open to
your suggestions. In addition I think that as long information
is looked at objectively then a decision can be made. When
business decisions become personal you tend to lose sight of
objective. Clearly presenting facts qualitative and
quantitative should help with reasoning.
RE:
Negotiating Tamika Francis
Case Study
6/2/2012 10:28:15 PM
She is a very open manager and it helps for us to work well
together. There are many business decisions that I am not
privy too and it can be difficult in decision making. But
there are also areas where she is not privy to either. This
means the information that we need can not trickle downs so
that we make informed decisions and yes to objectives can
get lost. But I have noticed that this is frequently the case in
larger corporate setting where as in smaller companies there
is more of an information flow. This though has been my
experience since I have worked in both large and small
company settings.
What
would Professor Gordon
you do?
5/28/2012 10:01:06 PM
Class,
What would you do if you were Dan's boss?
All the best,
Robert
RE:
What
would Anthony Mayo
you
do?
5/29/2012 12:29:16 PM
If I were Dan’s boss, and needed to act fast, I would suggest that Dan manage the upcoming
contract, leveraging a potential re-negotiation of component items from the current contract
items that are robust features of the existing contract with BBC, into the new contract. The
only way that I would consider cost differentials would be if increased numbers of units were
included within the new contract but then I would offer a bulk rate that offset the unit price
differential so that the potential of parity of profits existed for Info-R-Us – just like the
increase in the bulk amounts of product at the new bulk rate would insure more profit for
BBC. My rationale and strategy for this approach is that the client is seeking a cost reduction
as a means of improving their profit margin and Dan’s firm would be seeking continued
business, with minimally maintaining costs at their current levels with the distribution of
more product as a means of improving their profit margin. I would advise Dan to follow this
approach and to explore the value based commitments from the current contract as potential
areas of changes to terms within the negotiation of the new contract. I would advise Dan to
look for ways to cut costs on internal production and distribution, while also seeking areas
where more products can be built into the new contract. Perhaps delivery terms of the product
can be adjusted based upon bulk packaging as an internal cost saving mechanism. Contract
provisions can be either enhancing to a product’s value or they can pose a threat.
Since the threat of diminishing costs generally coincides with the perception of a weakened
product, I would be hesitant on lowering unit costs; however, not working out some sort of a
deal with an existing vendor carries the risk of no future repeat business deals. Therefore Dan
must plan an internal cost strategy as well as an external pitch for the sales position of InfoR-Us - honest and truthful negotions is what I would suggest. I would also encourage Bennie
to obtain cost data on competitor companies whom he asserts, produces and distributes, the
exact same product at the discounted rate of close to 15% – market research. Perhaps the
market research will provide information that can be leveraged within the discussions with
BBC such as "perhaps our competitors are able to offer lower costs because their
using cheaper component materials for production". Also, perhaps there are some trend data
that show that production costs can be lowered by using alternative methods that could
provide a shared sense of costs savings - that would make for a wonderful discussion
between the vendor and client, as well. If Info-R-Us were able to realize a lower production
cost and pitch a sharing of the cost savings within their sales pitch to BBC, that type of
strategy could create more good will, show their transparency of business practice while
sending a solid message of trust that could be transformational for future business. The
answer to the direction in which “In-R-Us” should proceed may reside within a thorough
competitor's market analysis.
I would suggest that Dan meet again with Bennie, after Bennie has constructed the market
research analyses. At that point, internal business costing points would be on the table, a
market analyses would be on the table and Dan would have also devised a worse case
scenario based strategy of assuming that the prices remain currently fixed.
RE:
What
would Latosha Smiley
you
do?
5/29/2012 9:30:08 PM
A Mayo,
There is nothing much that can be said behind that! it is obvious you
have contract management experience! The only thing I would add is
to coach Dan on his arrogance. Sometimes over confidence can
jeopardize a contract. With the company implementing new
technologies (new to Info R US) there may be some compatibility
issues with the equipment that have not yet been measured/seen in
other applications. Promising to install the new equipment in a
shorter period of time may result in contract breach.
RE:
What
would Jennifer Weaver
you
do?
6/2/2012 7:50:44 PM
Yes, overconfidence can be devasting even if the person is
more then capable of handling and assignment and doing the
right thing. I once had a boss say something I thought was
very unusual, he said unerring promise and over deliver and
know what you are capable of. This has kept me humble and
understanding that when you do act with arrogance and you
do miss a target(eventually you will) you have a lot of egg
on your face and your reputation will sour quickly .
RE:
What
would Felicia Walters
you
do?
5/31/2012 8:45:27 PM
I would certainly advise that before making any kinds of
promises that may further impede the contract, the legal
department should be consulted. There are certain ways
where the consultant can respond to keep the process
moving without damaging the chances of a successful close.
RE:
What
would Martial Yao
you
do?
6/1/2012 5:05:29 PM
If I was the boss of Dan, I would conduct a
serious study that will help to identify my
leeway, the ins and outs of each option I can
consider in the negotiation. What are the
impacts of each option? The answer will help
to make the decision.
RE:
What
would Felicia Walters
you
do?
6/3/2012 11:45:01
PM
I believe the study should expand beyond
the impacts of the option on just the
surface. It's important to consider that
changes, ever so, subtle can affect future
contracts and negotiations. A checklist
approach should possibly be employed.
RE:
What Teanna Soule
6/2/2012 10:49:52 AM
would
you
do?
Anthony,
This is terrific feedback as a learning mechanism for the class. You
discuss means from the Best Practices to ensure a best case scenario
for the buyer and seller, as well as explain how to go about and when
to go about determining a worst case scenario. I love that you have
allowed Bennie to maintain his enthusiasm while controlling his
actions to prevent chaos. I see in your feedback where you look for
the most practicle means of pricing where maintaining the best value
to the buyer, ensure market research is conducted to counter claims
rather than taking the word as final on pricing. You show that it is
important to keep the seller apart of the negotiation process as a team
and are looking at what's best for both parties and the big picture for
both parties.
I would add to my comment from our text which you provide an
understanding of HOW THIS IS DONE - Thank you!:
"Source selection is a matter of the buyer's choosing the right seller
for the situation. However, the process used to accomplish this varies
dramatically depending on the company, the products or services
involved, the complexity of the procurement, and many other factors.
The current trend is to spend more time planning and conducting
source selection to obtain the best source of supply and then to
establish a long-term contract. Thus, fewer source selection efforts
are needed." (Garrett 160)
Garrett, Gregory A.. World Class Contracting, 5th Edition. CCH.
<vbk:978-0-8080-2568-9#outline(9.3)>.
RE:
What
would Ray Stout
you
do?
5/29/2012 1:33:43 PM
Interesting question, as Dan's boss is the next stop for Bernie, if he can't find
satisfaction with Dan in helping with this contract.
With that being said, i think Anthony C. said it best, in an other cahin, that the
best course of action is for both Bernie and Dan to attempt to look at the
negotiation from the other point of view. Yes, Dan has experience with
dealing with the BBC company, but Bernie might have a new approach that
might work.
So as Dan's boss, i woudl tell both fo them to switch positions. Dan operate
from the idea of lowering the price 15% and finding documentation via
market research and competition to support that idea. Bernie on the other
hand has to prove dan's position woudl work. This woudl develop a level of
trust between both parties that they are willing to look at the others point of
view and both can come to a consensus. The really sad thing is this is what
should happen any way to help alleviate the problem in stead of just getting
angry.
I think there is actually a negotiation within the team as how to handle a
formal negotiation. Taking the time to make sure the entire team is on board
with a single direction creates a position of strength which either answer can
be looked at and evaluated.
enjoy,
ray
RE:
What
would Latosha Smiley
you
do?
5/30/2012 11:58:46 AM
Ray,
Even if it does not build trust between the two parties it will
definitely open them up to the other parties perspective. Often times
we are closed minded to the things we are not familiar with. By
challenging them to do the other persons job it will definitely force
them to understand the other parties point of view and enter the
negotiation process on the same page.
RE:
What
would Professor Gordon
you
do?
5/30/2012 9:24:22 PM
Latosha / Ray,
Have you seen it work in the past before? What usually
happens when you try to get two people with different points
of view to work together?
All the best,
Robert
RE:
What
would Jennifer Weaver
you
do?
6/3/2012 10:16:13 PM
I think this appraoch can work and I have also been
a party in making it work. The only requirements
are that the people are on even playing ground and
they both have the ability to express their ideas and
opinions without the threats involved in
employee/manager relationships. They must beon
equal levels of authority to make this work. You
cannot take the employee and the boss in the room
and have them duke it out, you can however take
manager 1 andmanager 2 in a room and let them go
at it, they will likely start to see each others point of
view if they are both being help accountable to
produce results by someone at a higher level then
both of them.
RE:
What
would Ray Stout
you
do?
5/31/2012 4:40:49
AM
Not only have i seen it work in the past, but i have
been a party to it. I was so focused and committed
to a particular way of doing things that i didn't
understand the new way to look at it. WHen my
boss forced both of us to switch roles and prove
why that other answer would work, we proved each
other right. In the end ,we were able to come to a
common ground because we were able to see the
perspective the other party was looking at in regards
to the problem. Maybe this was an isolated
incident, but i have used the technique before when
two direct reports couldn't get on the same page and
for the most part it works out. THre are always
some occasions that neither party wants to budge
and just goes about proving why the other person is
wrong out of spite. This take more coachingand
communication, but once both aprties were shown
that it takes an open mind to look at the problem
from every available angle, some times the rush
answer is not always the most correct one.
enjoy,
ray
RE:
What
would Anthony Collins
you
do?
6/1/2012 8:13:25 PM
I think unless the two people are mature, good
listeners, have a stake in and/or are motivated to
cooperate and work out workplace challenges
together, that the two will miss the forest for the
trees, so to speak. They will fail to realize the
potential value, to one another and the
business, of working with one another.
Oftentimes getting two such people to realize this
value, is incumbent upon their direct leadership.
The leadership has to make them realize that
there is nothing unusual about having different
points of view but what is unusual is allowing the
different viewpoints to impede productivity. If
leadership fails to get them to understand this,
then he/she risks allowing something undesirable
to occur that may even get out of control
To sum up what I’ve stated, it can work, but, it
probably won’t unless leadership gets involved and
ensures that the two are ready to work together.
RE:
What
would Lorenzo Welch
you
do?
6/2/2012 10:21:53 PM
Ray that is a interesting suggestion to have Dan and Bennie
change responsibilities. This is clever because it encourages
them both to work together and understand each other.
Because they are so eager to prove each other wrong any
loopholes in there case would be identified quickly. If they
reach a consensus ideas will be generated to solve problem
that they both have.
RE:
What
would Dennis Granlund
you
do?
6/3/2012 12:08:42 PM
One thing would be to sit down and discuss some customer service skills and
determine why he is so arrogant and give him some literature to read on
leadership and teamwork.
Attempt to get the conversation in an open and honest manner. Drive the
point that progressive and effective leaders appear to be flexible in their
decisions – especially decisions that impact others. The adaptive nature of
leaders shows the ability to adapt to new information or circumstances. This
is in sharp contrast to the arrogant leader that tends to ignore new information
or circumstances. He needs to become open to new information and then
think about ways you could use that information to be more effective.
Company
politics
Jared Shoemaker
5/29/2012 5:46:09 PM
Company politics could play a big part in the negotiation, if Bennie didn't like Dan he
would not listen to him and do what he wants which could be completely wrong for
the company. The negotiator might do what they feel is better for them over what is
better for the company. Company politics shouldn't be a part of the negotiation, it
should be only what is good for the company.
RE:
Company David Fore
politics
6/3/2012 6:43:00 AM
Hello Jared, I agree with you , company politics always seem to play a role in
business decisions. Alot of negotiaters contract business based upon the
politics that their particular company. This may not be best for the company,
but it is usually at the request of someone higher. Negotiations should work to
achieve the best deal that they possibly can. It is also important that both
parties understand what it is that they are negotiating.
RE:
Company Professor Gordon
politics
5/29/2012 10:38:44 PM
Jared,
I agree but many times company politics is more important than the
negotiation. Do you agree?
All the best,
Robert
RE:
Company Anthony Collins
politics
5/30/2012 9:17:15 PM
I would be inclined to agree. Company politics is more important in
its capacity to shape negotiations. The political climate could be
toxic, it could be cooperative, etc. but it definitely comes out during
negotiations which is why so much time is spent establishing a
company political climate that is conducive to cooperation and
collaboration.
RE:
Company Jared Shoemaker
politics
6/3/2012 4:58:39 PM
That is a good point and that is the hope that when a
company sits down to negotiate there will be no politics
affecting the negotiation. But even with a cooperation and
collaboration environment there is still a little politics that
affects who is liked by who, who wants to advance quickly
and who wants to stay were they are.
RE:
Company Ruchi Galande
politics
6/3/2012 5:41:46 PM
Jared I agree with you at the negotiation part
politics should not be involved but many
time political influences involves. In BBC Vs Info
R Us case when Bennie decided not listen to Dan's
advice at that time only company politics started
between them. Now it doesn’t matter Info R Us will
get BBC contract or not this political issue will be
remain in the company.
RE:
Company Felicia Walters
politics
6/3/2012 11:46:54
PM
Jared - you are so right. I kind of get the feeling that
there is always a rat race taking place. Everyone has
intentions. It can be difficult to fully ascertain what
they are, who they involve, and on what level. If not
approached professionally, these can be a serious
hindrance to any professional setting in addition to
contract negotiations.
RE:
Company Jennifer Weaver
politics
6/1/2012 9:20:28 AM
I agree that company politics do have a lot to do with the negotiation
and can influence it but the companies best interests is what should
drive the negotiation. Politics is what sometimes gets in the way of
tough decisions and the best possible decision because personal
interests conflict with organizational interests.
RE:
Company Yelena Magid
politics
6/3/2012 9:31:04 PM
Company politics are very influential when deciding who
will lead negations and have a primary authority. Once a
person that heavily involved in politics is in charge, expect
conflicts in a team consisting of people more qualified for
this job. The decision process during negation would be
influenced by company politics.
RE:
Company Jared Shoemaker
politics
6/2/2012 3:58:49 PM
I agree, people are going to do what they think is best for them over
what is best for the company or the negotiation. No matter how low
key people act, if they find something that will help them advance or
get what they want they will go out of their little area to get that
advantage and make themselves seem important so they will be kept
around. That is why you have to make sure that everyone that works
together likes each other and will be happy working with all the
people in the group. One little thing and a project could suffer.
How should
Dan, as the
contract
manager,
prepare for
his
negotiating
session with
BBC?
Tara Miller
5/29/2012 5:47:39 PM
Dan should first understand that he is going to have to give a little for the other party
to give some. Contract negotiation is a process that involves input from both
parties. He should not be so rigid with his company's point of view but should instead
identify and prioritize the objectives that he feels will be important in the
negotiation. Despite the info that he received, he should also get more data about the
other party and understand their side of the business relationship. He should also
create some options and make them flexible so that both parties would be willing to
negotiate. He should select his negotiation strategy, tactics and countertactics and
develop a sold and approved team negotiation plan.
RE: How
should Dan,
as the
contract
manager,
prepare for Tara Miller
his
negotiating
session with
BBC?
6/2/2012 6:54:35 PM
If Bennie ignores Dan's recommendations and he has stated as such, he might
need to be removed from the negotiation process. If Dan really feels
compelled that he is right and can back up his statements with accurate facts,
then he should probably remove Bennie from the picture. Bennie might
negatively affect negotiations if Bennie feels strongly that his statements are
true.
RE: How
should
Dan, as the
contract
manager,
Tara Miller
prepare
for his
negotiating
session
with BBC?
6/3/2012 1:49:18 PM
Not just in this situation but company politics can affect any
situation. They can negatively affect the situation or
positively affect the situation. It sounds like to me that
based on what Dan is saying, they despite giving BBC the
best work or product possible, that BBC could expect
more. With this situation I would suggest that to first offer
the product as it is outlined and if more is expected than
have a modification done to add the changes. By trying to
add more requirements after the contract has been signed, it
is best to get them into writing. Not only will this help
outline the new expectations but also will make more work
on the client by getting a modification done. This will help
to eliminate outrageous expectations since it is going to
require the client to negotiate and issue a
modification. With the situation with BBC trying to keep
costs down, the subcontractor must outline specifically why
the costs are what they are and keep them updated as to any
changes. In these situations it shows that yes company
politics do play a part in the situation but if they can find a
way to make it work for them then they can turn the
situation around.
if Bennie ignores
Dan's
recommendations
Tiffany Terrell
5/29/2012 8:35:57 PM
Bennie could cause the the current or desired contract with BBC to dramatically
change if he ignores Dan's recommendations. I feel as if both individuals have brought
up valid points however it's important to work together as a team and to put together a
plan before meeting with BBC. There should or needs to be a very solid negotiation
plan that has been approved by the team prior to the meeting. The buyer will be able
to pick up on the fact that the seller's team is not in agreement and could very well
take advantage of them.
RE: if Bennie
ignores Dan's
Professor Gordon
recommendations
5/29/2012 10:40:39 PM
Tiffany,
Do you feel that it will work if they continue to disagree? What will impact
the negotiation?
All the best,
Robert
RE: if Bennie
ignores Dan's
Tiffany Terrell
recommendations
6/2/2012 3:15:12 PM
I do not feel that it will work if they're not able to come up with some
form of agreement as far as how they will proceed with moving
forward with the contract negotiations. Again, they need to focus on
putting together a solid plan prior to meeting with the client. Most
buyers are able to pick up if there is some form of disconnect with
the seller's organization and they could very well possibly use that to
their advantage. Bennie and Dan could cause BBC to have major
contract issues in the end.
RE: if Bennie
ignores Dan's
Latosha Smiley
recommendations
5/30/2012 12:02:05
PM
It they continue to disagree it in have a negative impact on the
negotiation process because both parties have a different perspective
as to what should be accomplished and how. As Ray stated I believe
the boss should force them to do the other persons job and conduct
research on the other parties perspective. This may help clear up any
misconceptions.
RE: if Bennie
ignores Dan's
Dennis Granlund
recommendations
5/31/2012 7:22:23
PM
I agree the boss needs to make them job shadow and learn
the others role and challenges to help them understand that
each position has its good and bad including challenges that
affect overall performance. It would help them learn and
understand how they could work together and make life
easier in the long run.
RE: if Bennie
ignores Dan's
Matthew Hartman
recommendations
5/30/2012 8:34:08 PM
Tiffany Great thoughts there. Absolutely agree with the changing in the
contract. Both parties appear extremely confident and moreso WANT to
move forward with their own thoughts - butting heads here. I do agree with
picking up the disagreement... however I think that there would be a notion of
disorganization and no direction and may look elsewhere because of this.
Building on what you've said - I mentioned in another post - there is also a
risk of losing profit and revenue. This isn't just a one time transaction
deal. This is a concern that could conceivably turn into a long term or
permanent issue.
RE: if Bennie
ignores Dan's
Renee Gordon
recommendations
5/31/2012 3:00:38
AM
Modified:5/31/2012 3:01 AM
If they continue to disagree, it will have a very detrimental effect on
the entire negotiation process. BBC will be able to sense the tension
and difference of opinion, and could either 1)use it to their advantage
or 2)decide the Info-R-Us lacks the ability to wok as a team and go
elsewhere for their business. It might not be a bad idea for Dan and
Bennie to have to switch positions on this issue and do the research
to prove each other's theories. However, their boss may have to have
a come to Jesus meeting with them and tell them both to swallow
their pride and come to a consensus. They need to put the company's
welfare above their own feelings of superiority or rightness.
What
risks
exist for
Dan at Matthew Hartman
this
point?
5/29/2012 9:10:28 PM
There are both risks brewing for Dan and Info R Us. Dan can get himself into the hot
seat here with Info R Us AND BBC. Even though BBC is potentially looking for the
world here, we have to think big picture. Big picture is revenue and maybe profit,
considering the low cuts. There has to be some profit out of this somewhere,
right? And even if there is no profit here, there has to be something in the
future. However, if we have a strained relationship between the companies, BBC will
less likely to return, therefore giving less of a chance for those profits in the
future. Also, we have to realize that Dan is reporting to someone, whom is
Bennie. At times, even though one disagrees with their boss, Bennie appears to be
flying off the handle with his suggesting and not listening. That could damage the
working relationship in some capacity.
RE:
What
risks
exist
Trudy-Ann Dyer
for
Dan at
this
point?
6/3/2012 7:43:43 AM
The risk is losing the contract all together. Both Dan and Bennie have good
points. Dan believes that although they've been building a good business
partnership for the past three years, BBC has already cut into Info R Us '
profit margin over the past three years by underbidding previous projects,
shortened schedules and price discounts. Bennie believes that the industry is
too competitive and that BBC will look elsewhere. At this point, I believe that
Dan and Bennie need thoroughly go over the market analysis and take care to
be only marginally lower by minimum 5%- BBC still gets a great deal and
Info R Us will have retained the business partnership.
How
would I
react in
similar
situation
Tyrone Labad
5/30/2012 1:26:30 AM
In this situation we can see that Both Dan and Bennie are at cross roads with each
other even if both of them are in the same team. Dan should first try and understand
where Bennie is coming from and why he is insisting that the company should give a
lower price and what his risks and fears are. This will help him look at the issue from
Bennie's perspective, and have a follow on discussion with him on what their unified
strategy should be for the negotiation. If they are still not able ot agree, then I would
get a superior involved to get him to decide what the course of action should be. I
would also collect a lot of proof and evidence on what my position is and try convince
Bennie with facts and figures rather than just having a direct discussion.
What
risks
exist for
Dan at Levonde Jones
this
point?
5/30/2012 5:10:13 PM
Dan can be at risk of setting a bad example for
himself, that would lead to lower prices on future deals. Dan could be at risk of loss
of profit and revenue for Info R Us. Dan could also be at risk of loosing credibility
with the customer and hurting the relationship between him and Bennie, the Info R US
Project Manager.
What risks exist for Dan at this point?
RE:
What
risks
exist
Trudy-Ann Dyer
for
Dan at
this
point?
5/30/2012 10:34:21 PM
I believe that BBC considers them a viable option even though they may have
other vendors that they work with. A risk that exists of Dan is the possibility
that Bernie may undermine his advice and the negotiation process will not go
smoothly. Authority needs to be established. There has to be some common
ground between the contract manager and the sales manager.
RE:
What
risks
exist Bryant Windham
for
Dan
6/3/2012 10:07:50 PM
at this
point?
Trudy I agree that there has to be some common ground between the
two. There is also a measure of respect that needs to be established as
well. Both men can bring valuable information and input to the
negotiation they just have to get back in a room and keep their eyes
on the big picture.
RE:
What
risks
exist
Tyrone Labad
for
Dan at
this
point?
5/31/2012 7:23:57 AM
There are multiple risks across a variety of aspects that both the parties are
considering while they are building their position. However, they are not able
to effectively and empathetically being able to communicate these risks and
align thoughts with the other person, leading to a breakdown in
communication which has eventually led to both of them taking opposite
positions. The best way that both of them could have approach this situation
is to have a non personal look at the risks, putting in effort to explain to the
other person, have material evidence that backs their thoughts to have a
matured decision.
Training
the new
boss
Professor Gordon
5/30/2012 9:25:18 PM
Class,
Have you found yourself in a similar situation where you have to train the new boss?
I always find it interesting that most of us at some point in our career will find
ourselves training a new manager. I think of that situation when I review this
scenario. The new manager is interested in doing something to make an impact and
they often ignore the advice of those who are closer to the situation.
All the best,
Robert
RE:
Training
the new Tiffany Terrell
boss
6/2/2012 3:18:08 PM
I have experienced this quite a bit when managers have come in to an
organization and they haven't fully gathered enough information prior to
making changes. While yes they are trying to continue to run a business they
should try to have an understanding of the current state of affairs. I managed a
workforce of 150 employees and during my initial month I spent time getting
to know the employees and finding out some of the issues from my client.
After spending time and observing I then began to slowly implement changes
within our group. The changes were difficult for some of my employees at the
timel;however, the way that the changes were rolled out made them more
receptive to receiving them.
RE:
Training
the new Yelena Magid
boss
6/2/2012 11:57:17 PM
Modified:6/3/2012 12:01 AM
Because new boss may have completely different experiences
compared to the current company, s/he may often ignore
valuable advices. When training a new boss, one must
remember that boss will obtain information regarding
company’s culture and procedure from different sources. A
few occasions that I had opportunity to train a new boss, the
technical side of the business took precedence and other
information was offered when asked. It is often hard to
pursued a person in either direction with only one person's
point of view.
RE:
Training
the new Anthony Mayo
boss
5/31/2012 12:08:21 PM
I have had to train several new bosses and I must say that my approach has been different for
each and completely dependent upon the approach of each new boss. For example, I had one
new boss (Boss #1) whose modus operandi was to act from a place of humility, empowering
members of our team and who communicated openly and honest all circumstances such as
not understanding our software or which of our reports were required for which activities,
etc. That was a boss who received my full attention and for whom I over-performed and
provided more information than was required to insure that a thorough understanding of our
products and capabilities resonated. On the other hand, I have worked for the extreme
opposite type of boss, who was demanding, somewhat condescending, micro-managing and
completely unsure of where to begin but who would blame everyone else if a lack of clarity
resonated (Boss #2). Neither I nor my co-workers wanted to go out of our way to provide
additional information for Boss #2 as we felt constantly under siege and we all knew that if
anything went wrong that any one of us could be “thrown under the bus” at any time. When
Boss #1 made mistakes, we were quick to provide coverage and to correct things, while
making Boss #1 aware and bringing Boss #1 along in the process of correcting issues. When
Boss #2 made mistakes, we all ran for cover and waited for the fall-out as no one could ever
be sure who would become the next scapegoat. Boss #1 rarely had to ask questions as my
colleagues and I were overly accommodative to Boss#1’s learning curve and we were all
happy to do so as we knew that our efforts were appreciated, well received and would go a
long way. Boss #2 got exactly what was asked for and nothing more and we would spend
hours on activities related to double and triple checking information; even after all of the
checking of information, we all still felt uncomfortable as we knew that if the information did
not resonate that we would be accused of leaving something out or some other circumstance.
From working within both extremes, I learned that it’s better to be up front with people and
to approach circumstances openly, honestly and with as much integrity as possible because
the work environment can be much friendlier and the potentials for negotiating circumstances
could be better if those approaches were taken.
RE:
Training
the new Levonde Jones
boss
6/1/2012 1:01:27 PM
I totally understand where you are coming from Anthony. I had to
train a previous boss two year ago. There was quite a bit of time
invested in training her and she ended up working me to
death. Anthony you are right about being upfront from the
beginning. Besides training my boss, I should have looked out for
my own best interest and made her aware of other things she should
of been concerned with, besides me.
RE:
Training
the new Martial Yao
boss
6/2/2012 3:50:28 PM
Modified:6/2/2012 3:50 PM
The first reactions of the new boss are very important for his image; he
should balance critical thinking, enthusiasm and respect for his
coworkers. It is also important to take some initiatives to meet
coworkers, they have so much to explain and they will be happy to do it.
RE:
Training
the new Renee Gordon
boss
6/3/2012 2:05:12 AM
I have trained & worked with both kinds of managers--the micromanagers and the managers who empowered their employees. I
recognized that the empowering manager was the one who got the
most positive response from their employees, while the
condescending micro-manager left a path of destruction in their
wake. Having to train a manager who is of the second sort is a strain
on the employees that are having to train them, as well as the strain
on the employees who are under this manager's supervision.
RE:
Training
the new Jennifer Weaver
boss
6/1/2012 9:25:08 AM
I have been in a situation where I have had to train a new boss and my first
impressions were that he was making more of an assessment of the
employees throughout his training then attempting to learn what was needed
to perform his job. He actually let several members of the team go during this
time. After his team assessment from the training he started to listen more to
the employees in the department and began to empower and support the
remaining members of the team. Although I felt initially that it was a tough
approach, in the end I did realize that it made us a better team and we started
making a lot of progress on past initiatives .
RE:
Training
the new Ray Stout
boss
6/1/2012 11:41:36 AM
When ever anyone is in the military they understand this concept very well as
everyone is going to do this at least once or twice within a tour aboard a
particular assignment because everyone is moving around every couple of
years. One of my earliest mentors explained a technique to train a new boss
this way. Be open and communicate everything that they need to know in
regards to how a particular shop or area worked. then sit back and let that
soak in. Everyone has an ego and wants to create an impact on an
organization in some form or fashion especially in a new job. They will want
to change things, re-work reports, may even do a full re-org of their team, but
as long as everyone is in direct communication and on the same page it will
work out.
I laughed when he first explained this to me, but when i was put into the
position of being a new boss that is what i expected from the people i was
leading. IT worked out very well and the team came together quickly. IT
was a give and take scenario and I think that is what leadership is all about.
In this scenario, both parties are at fault because the new manager is closed
minded and the contract manager is only forcing his answer to the problem. I
think this goes back to the see it form the other perspective because we all
know what it is like to get a new boss, so why wouldn't we use that
experience to help change the way we approach being a new boss instead of
repeating those mistakes.
enjoy,
ray
RE:
Training
the new Teanna Soule
boss
6/3/2012 2:13:52 PM
In the military I have had this experience, and understand that in those
circumstances it was not a matter of experience but a matter of rank that
places an individual in the position. However, I believe the commonalities in
each situation include the fact that each program, office, or department has its
own unique flow and process to maintain effective and efficicient means of
doing business. I believe that in civilian businesses, the training a subordinate
provides to a new manager should be limited to networking, specific
processes and policies and the day-to-day operations of the team; the manager
has a specific role, and although subordinates are aware of what is expected
of that role, they should not be responsible for training the manager to fulfill
that role.
RE:
Training
the new Bryant Windham
boss
6/2/2012 11:33:40 PM
When I was a drug rep I had a new manager that came to MI from the DC
area. At the time he was a new manager and did not understand the
marketplace in MI. It took him a good six months to a year of being out in the
territory with the reps because when the new manager first started he tried to
implement some things that we had already tried without success due to
access issues.
Ego
Professor Gordon
5/30/2012 9:26:08 PM
Class,
I think one of the lessons of this case study is to worry less about your ego and worry
more about the problem. Sometimes you have to do the right thing, even if it means
suppressing your ego at times. The right thing is not always going to be easy, but if
you do the right thing, it goes a long way to keeping customers happy.
All the best,
Robert
RE:
Ego David Fore
6/3/2012 7:22:17 AM
I agree with you Professor Gordon. But this process is alot easier said that
done. Alot of people have a hard time trying to sacrifice their ego's to do the
right thing. When someone is able to do this, it is great for them, the company
and the customers that are involved. When you are involved in a project it is
easier to entangle your ego with the outcome. Too much ego will cause a
manager to be blind to obvious problems, such as a lack of resources,
customer disinterest and employee morale.
RE:
Ego Jennifer Weaver
6/2/2012 7:53:55 PM
This is something is also learned during a pr course when taking my
bachelors . If you are wrong you must admit it and if you do not know you
must say so. This actually earns respect with the people you work with as
they begin to trust you more in knowing you would never lie to save face, that
you will admit mistakes and hopefully fix them and that you can be trusted to
always do what is best and rig regardless of your ego. It shows a tremendous
amount of character .
RE:
Ego Matthew Hartman
6/1/2012 7:31:45 PM
Most professionals will agree with this. Check the ego at the door and do
what's best for the big picture. This often comes up with very stubborn
individuals and really can have an affect around the team and office. The
thought process is individual first and the company follows. In my
experience, these coworkers tend to go less far than their coworkers. They do
say that sometimes doing the right thing is the hardest thing, but if it's in best
interest for the customer, then go for it.
However, ego can sometimes be a good thing. Even if they are not budging
on something, they may have a different look at something and believe a
positive outcome can still be reached.
RE:
Ego Lorenzo Welch
6/2/2012 10:42:39 PM
Ego can be disastrous to business and team dynamics.
Business decisions should be made on factual data. If team
members are sabotaging others by withholding information
this creates a negative work environment. . If you are just
using Ego and Pride for self-gains and not organizational
benefit then nothing positive will occur. There is no I in team
if a manger has a huge Ego and pride. It is more than likely
that they are self-centered and does not like to accept
criticism for when they are wrong.
RE:
Ego Alana Simpson
5/30/2012 10:32:17 PM
This is very interesting because it is not common to hear about not worrying
about ego but it is a truth that is difficult to make a practice. It is very easy
for your ego or your pride to get in the way of making solid business minded
decisions and often times it does. It is important to leave ego on the table and
just do the right thing. This again goes back to ethics and integrity in my
opinion.
RE:
Ego Ray Stout
5/31/2012 4:50:06 AM
Alan,
i believe you are exactly right. The application of or over protection
of ones ego is a direct representation of that person ethics and
integrity. I would also add that the minute it becomes about the
personal "you" something is lost. Now this si not saying there
shouldn't be pride in ones work and outputs, but sometimes resting
everything a person is on what comes out of a particular line can be
disastrous. Has anyone ever worked on a project that was
completely in the hands on jsut one person? That practice is actually
frowned upon because it locks that knowledge and experience into
just one person. eventually that person's activities become who they
are and they take great offense to anyone moving in on their
territory. In the military, i saw this time and time again. When a
new person woudl transfer into a command, which magically enough
usually happened every 3 to4 years, there woudl always be heartache
because one person would want to keep all the marbles. Even though
tat person might be leaving shortly.
Maybe i am just crazy, but is is common practice for people to silo
information just to make sure they are needed? wouldn't this actually
be a ego problem within an or gainzation?
just a thought,
enjoy,
ray
RE:
Ego Professor Gordon
5/31/2012 10:20:17 PM
Ray,
I agree that people's egos get in the way. I know that it is
hard but sometimes people want job security and so they
feel that if they withhold some information that it will lead
to job security. After all, if people do not know your job
then they will have a hard time replacing you.
All the best,
Robert
RE:
Ego Yelena Magid
6/1/2012 11:51:35 PM
I have experienced numerous situations where
people intentionally withhold information so
they appeared more valuable employee than
others did. This type of behavior bound to
create conflicts and hurt operational bottom
line. People like that are trying to gain any
minimal advantage without any effort on their
part, may be because they do not want to learn
new things.
RE:
Ego Tyrone Labad
6/1/2012 1:36:10 PM
I agree that one may not want to share
the knowledge that they have as they fear that they
could be made redundant if their skills become
generic and other people can also take up their
responsibilities. However the biggest issue with
that, especially when people have to work as teams
that cross multiple functions such as sales,
operations, finance etc, unless people
share knowledge there could not be effective
teamwork, and people would not be able to
contribute as a team or to the maximum levels as
they are being restricted to their own scope of areas.
I also think that not giving out knowledge would
not lead to development of talent within the team,
that could be ocunter productive to the person itself
as they would not be promoted to higher positions
of greater responsibility within the company.
RE:
Ego Kathryn Saura
5/31/2012 11:51:03 PM
Alana,
You make a great point that ego and pride needs to be pushed aside
in order to make a wise business decision. I think that this requires
you to evaluate what the end result will be with your next move so
that essentially you don't respond off emotions. If you keep in mind
the goal of the agreement, then as difficult as it may be to push aside
pride, making a strategic and effective decision should be easier to
make.
RE:
Ego Professor Gordon
6/2/2012 2:07:37 AM
Kathryn / Alana,
Do you feel that ego and pride are always a factor?
All the best,
Robert
RE:
Ego Matthew Hartman
6/2/2012 4:58:52 PM
Ego and pride are not always a factor. I would
suggest sometimes a factor, but not always. Some
people come to work knowing they're there to get
business done and they can swallow their ego and
pride. Now... there is such thing as positive
pride. Everyone needs to have pride...and
remember... not all pride is bad. One needs to be
proud of their accomplishments and what they do.
RE:
Ego Jennifer Weaver
6/3/2012 10:12:24 PM
I believe ego and pride are always a factor, abook I
have been reading called Meet your Mind would
suggest that the ego and pride of a man/women
come from a basic instinct for acceptance in a
society that requires human interaction and
acceptance to belong. Instinct always exist for
humans and animals in any given situation and
cannot be eliminated, only controlled by human
intellect which is why at times, people can
overcome ego and pride to get ajob done.
RE:
Ego Tamika Francis
6/3/2012 9:35:00 PM
I find that Ego and pride can be an issue and a
factor in business decision making. Especially when
ideas or planning from lower level managers or
staff have to make decisions on. If a managers staff
members idea is looked at favorable by others and
the managers ideas are shot down ego frequently
gets in the way and can make the the mangers pull
rank to ensure that the staff members ideas are not
put through even if it's best for the company. I've
seen where two managers consistently have dueling
ideas of what is best during projects and certain
procedures of the work day and many times the
upper level boss will pull rank and make sure only
their decisions are pushed through for the
procedures.
RE:
Ego Kathryn Saura
6/3/2012 6:43:51 PM
Professor,
No, I do not believe that ego is not necessarily
always a factor. There are people who are able to
merely see the goal at hand and avoid any type of
inner feelings show in their actions. Although ego
and pride may not always be a factor, I do think that
it is very common. It is difficult when things aren't
going your way with a negotiation to push aside
your pride and natural instinct to react in a way that
reflects what your ego is telling you. Despite this
fact, it is important to remember that things aren't
always easy, and you have to be able to respond
ethically and in the best interest of the customer to
affect the overall outcome.
RE:
Ego Cynthia Mcgowan
6/3/2012 9:29:33 PM
I believe that ego and pride is often, (not always) a
factor but I think that there is more chance of fear
being a motivator because the corporate world is a
very competitive place. If the organization does not
foster trust in the employees there is the tendency to
for the employee to go into self-protection mode to
make sure that he has the brightest light shining.
RE:
Ego Ruchi Galande
6/2/2012 9:16:33 AM
I think ego and pride comes with competition and
relationship of two. It is important to know how you
take others advise. I think in this case Dan wants to
share his experience; he wants to be friendly and
supportive, where Bennie takes his advice
negatively. It’s a ego and pride when you don’t
want to listen any advice and want be your own.
RE:
Ego Tiffany Terrell
6/3/2012 3:41:05 PM
Ruchi I can agree that ego and pride can
directly be related to competition. Also,
from what everyone else has commented I
do not feel that it's always a factor. I do
know that lack of knowledge or
understanding the circumstances centered
around the project or contract can cause
issues. However as Ruchi's has mentioned
ego and pride can definitely play a role
when individuals aren't willing to listen to
one another and they put themselves above
the customer or client.
BBC
vs
Info R Bryant Windham
Us
5/30/2012 11:27:00 PM
Dan needs to sit back down with Bennie and work the planning process for the
negotiation a little better than this first meeting. They need to look at the objectives,
prioritize them and create options from both ends of their spectrum. The two need to
play out some of the alternatives as it relates to the habits that BBC has established
over the last three years. Once they have done that then they can make a team plan on
how to go into the negotiation. If Bennie ignores Dan’s recommendation totally that
would be negative reflection on him and show that he is not a team player and
disregards others options.
RE:
BBC
vs
Trudy-Ann Dyer
Info
R Us
5/31/2012 7:57:46 PM
My sentiments exactly Bryan. The meeting between Dan and Benny was
quite uneventful. Key ingredient missing is Communication. Both parties
seem to be struggling with their ego and who knows best. How is it possible
to go the negotiating table with BBC when in fact the team at Info R Us are
divided and cannot negotiate among themselves. Dan and and Benny need to
go back to the drawing board and map out a workable solution.
BBC
vs
Info R David Fore
Us
6/1/2012 1:28:21 PM
One thing that Dan shouldnt do is lower the price. It is important that he keep a sound
business plan. At some point you have to stop lowering the price. They could use
quality as a selling point to their price. They could also you the fact that they have
been doing bee usiness with them for the past three years. The main risk for Dan at
this point, is that he risk losing to a cheaper competitor.
Negotiating
Case Study
Kathryn Saura
6/1/2012 11:45:41 PM
Dan needs to prepare for his meeting with the sales manager by having support for his
suggested contract changes. He needs to ensure he appropriately voices how both
parties must benefit, and yet how the value of their service will help their company.
Dan needs to settle the situation with Bennie prior to the meeting otherwise it can
cause dispute in their meeting with BBC. This can also cause company politics and
could potentially taint their credibility with BBC. In the end this could cause risk for
both Dan and Bennie by affecting their positions with the company if they can’t come
to an agreement. This all relates to our assignment because it shows strategies in
contract agreements and how to provide all the necessary information appropriately.
I have been in a situation like this at work when it was difficult to come to a mutual
agreement. Although it involved a lot of going through opposing opinions, support
was given for each party’s sides so that finally there was some compromise in the
end.
Closing
Comments
Professor Gordon
6/3/2012 9:39:18 PM
Class,
In closing, this case study is a good example of what happens when people within an
organization fail to communicate. Just like in the earlier case study, there is a lack of
communication. Everyone seems to think they know the best thing but no one is
seeking agreement. People need to listen a little more in order to be more effective.
Furthermore, I feel that company politics has an impact in this situation and if the
parties could see past their agenda’s perhaps the negotiation would work out better.
All the best,
Robert