Strategic Negotiation in Business and Management: Examination and evaluation of a business negotiation and a negotiation in a private environment by Baum Markus

Author:Baum, Markus [Baum, Markus]
Language: eng
Format: epub
Publisher: GRIN Verlag
Published: 2012-05-14T16:00:00+00:00

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I did not offer him the agenda in print as I felt this would be too much for the situation as the counterparty was slightly surprised at my structured and professional procedure which I explained as a habit from my job in order to maintain the relationship. After taking a tour through the house and finishing the introduction phase (relationship building), the counterparty offered me the price-list with the values of 29,99 € per hour for one-time engagements and 20,99 € per hour for a long-term contract. I was surprised at the better price for the long-term contract in relation to the competitors but also let him know that this amount is far from my expectation and asked about possible reductions or other conditions.

4.5 Haggling and Bargaining phases

After asking about a possible reduction, without any hesitation, he offered me a reduction to a price of 19,99 €, which gave me the feeling that I had found myself in a distributive negotiation, which was not planned and not useful, in my opinion. As part of my strategy, I offered him my non-financial needs/issue and my price position of 10 € which I explained as the price I had paid before (my interest and priorities). I also made it clear that I believed we could find a solution that would work for both of us. Since he saw that no positions were fixed he explained his interest in funding his cost structure to me, which is more expensive than employing a single person, which I of course confirmed.

As the next step in finding a solution, together we looked at my non-financial needs and interest in potentially finding a package that fits better to a lower price. The results are described in the following table:

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