A first-rate organizational business plan demands an understanding of the commercial imperatives that will define success or failure over a five-year (or longer) period. And realizing this plan will involve complex and often multi-level or multi-party negotiations. Gavin Kennedy, a long-standing world expert on negotiation, provides guidance for senior executives who are involved in such negotiations. Part One focuses on the foundations of strategic negotiation: the commercial imperatives - what the organization must do to restructure and resource its operations to achieve commercial success - and the negotiation strategies associated with each. Part Two includes the tools for successful negotiation: bid strategies; techniques for analyzing your position before you start and reassessing it during the negotiation; and the negotiation agenda and how to design and compile it.
A first-rate organizational business plan demands an understanding of the commercial imperatives that will define success or failure over a five-year (or longer) period. And realizing this plan will involve complex and often multi-level or multi-party negotiations. Gavin Kennedy, a long-standing world expert on negotiation, provides guidance for senior executives who are involved in such negotiations. Part One focuses on the foundations of strategic negotiation: the commercial imperatives - what the organization must do to restructure and resource its operations to achieve commercial success - and the negotiation strategies associated with each. Part Two includes the tools for successful negotiation: bid strategies; techniques for analyzing your position before you start and reassessing it during the negotiation; and the negotiation agenda and how to design and compile it.
Über den Autor
Gavin Kennedy, Professor at Edinburgh Business School, recently retired from full-time academic work, but continues to facilitate courses at the Business School and to undertake negotiation consultancy for major corporates. He has worked with many blue chip organizations in the public and private sectors in the UK and many other countries across Europe, the Middle East and SEAsia, as well as in Australia, the USA and Canada, and South Africa. His experiences as a negotiator and consultant, from operational level for senior managers to strategising, managing and preparing for complex and high-value contracts at Board level for CEOs and directors, have been distilled into numerous books and training resources, including (for Gower) the video Do We Have a Deal?, the training manual Kennedy's Simulations for Negotiation Training and the book Kennedy on Negotiation.
Inhaltsverzeichnis
Contents: Introduction. Part One Foundations: Strategic negotiation process model; Basics of contracts; Contracting as a bargaining process; Pay, benefits and union negotiations; Managing complex negotiations; Organizational growth strategies; Licensing negotiations. Part Two Tools: Bid strategies for tenders; Requests for proposals. Part Three Applications: Analysis and diagnosis 1; Analysis and diagnosis 2; The negotiation agenda. Epilogue; Index.
