Negotiating Partnerships: Increase profits and reduce risks

Table of contents

1. Copyright
2. Financial Times Prentice Hall
3. About the authors
4. Acknowledgements
5. Introduction
6. The gospel of partnership
   1. Mergers
   2. The human factor
   3. Management visions – employees’ daily diet
7. Good and bad negotiators – what are the differences?
   1. Over 1000 negotiators have been tested
   2. How much do all the mistakes cost?
   3. The ‘ketchup effect’
   4. How to get a bigger slice of the cake
   5. Summary: Why negotiations fail
   6. What is communication?
   7. Checklist: International negotiations
8. Distrust costs millions
   1. Deceit is widespread
   2. Talking versus writing
   3. Conscious versus subconscious
   4. Stress
9. Why co-operation provides better solutions
   1. Two basic methods of creating added value
   2. The uncertain and incomplete basis for decision making
   3. Exhaustive research
   4. Conclusion and further reading
10. This is where we look for added value
    1. The room for negotiation
    2. A simple model to help you locate the added value
    3. From public authority to commercial enterprise
    4. Buying a table
    5. What can we learn from developments in the furniture industry?
    6. Benchmarking — or who can you copy?
    7. Financial variables and conditions
    8. Learn to see the opportunities and choose a different mode of payment
    9. Quality and performance, the technical specification of requirements
    10. Economies of scale
    11. Time
    12. Purchasing patterns
    13. Rights
11. Negotiations as zero-sum games or as co-operation
    1. Zero-sum games lead to low-quality solutions
    2. Co-operation means a bigger stake
    3. Co-operation makes serious demands on the negotiators
    4. Subconscious wishes and motives
    5. Choice of strategy
    6. How the combative negotiator chooses his strategy
    7. Five different types of behaviour
    8. One and the same negotiation is perceived differently
    9. What are the best negotiation methods?
    10. Summary: Choice of strategy
12. Not everything can be measured and weighed
    1. Fairness
    2. Imaginary forms of added value
13. What are the prerequisites for a successful co-operation agreement?
    1. Rational and knowledgeable negotiators
    2. Communication skills
    3. Generosity
    4. Creativity
    5. Managerial task
14. Co-operation risks
    1. What are the risks?
15. Understanding customers’ needs
    1. Case study: FKI Logistex
    2. Crisplant creates a better business by understanding the needs of the customers
    3. Credibility and trust
    4. Solid homework
    5. Changed behaviour
16. The ugly duckling expects a little more ...
    1. Case Study: NCC Corporation–Partnership is a state of mind
    2. Competence development
    3. Credibility training
    4. Many years’ experience
    5. Great potential in the building industry
    6. Insight into the client’s or the subcontractor’s situation
    7. Savings on fewer disputes
    8. Public challenge
    9. Training
    10. Consulting engineers
    11. New challenges
    12. Partnerships in real life
17. The value of partnering is based on the strength of the employees
    1. Case study: Hilton Hotel Group and Scandic Hotels — adding value
    2. The suppliers become partners
    3. Partnering is created by human will
18. Knowledge of one’s own qualities and costs improves the chance of successful partnering
    1. Case study: TV2 Advertising
    2. New focus
    3. New demands on the advertisers
    4. Insight and credibility
19. The timetable
20. Examples of different strategies
    1. How a buyer sets up his strategy
    2. Alternative strategies for the buyer
    3. How a seller can work out his strategy
    4. The importance of taking the initiative
21. Conclusion — how to become a better negotiator
    1. About MarketWatch Management