Peter B. Stark's The Only Negotiating Guide You'll Ever Need: 101 Ways to Win PDF

Peter B. Stark's The Only Negotiating Guide You'll Ever Need: 101 Ways to Win PDF

By Peter B. Stark

The basic consultant to the ability of PersuasionIn the one Negotiating consultant You’ll Ever desire, Peter Stark and Jane Flaherty, celebrated specialists to a couple of the country’s best businesses, take the dread out of persuasion. Their a hundred and one successful strategies make robust negotiating abilities effortless and available, supplying you with instruments and information you could placed to take advantage of straight away. each one tactic is on a unmarried web page, with a shrewdpermanent and noteworthy identify, a true-to-life instance of the way to exploit it, and steered counter strategies in case a person attempts it on you. All one hundred and one strategies are so available and empowering that you'll end up utilizing them immediately--and possibly not only at work.From the alternate Paperback version.

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Although there are some exceptions, you will usually be better off moving slowly and with perseverance, even if it means changing your deadline. Information When we asked one of our clients how his company had prepared for an upcoming contract claims dispute, he responded, “We have not prepared at all. ” The client knew his company owed the vendor some money in cost overruns, but had done no research to determine how much money was an appropriate amount to pay. Whenever you know less about the topic being negotiated than your counterpart knows, you are at risk.

Here is an example of the 80/20 principle at work. In 1998 the National Basketball Association (NBA) team owners locked out the players in a dispute that lasted seven months. The issue was determining how the owners and players would divide $2 billion in annual revenue. Everyone was convinced that the players would not want to miss a paycheck, and assumed that the lockout would be concluded by the beginning of the 1998 basketball season. Some of the richest players were making decisions on behalf of the players’ union, and these players, who could well afford a lengthy strike, voted to decline the owners’ initial offer of 50 percent of the revenues.

Consider the example of a woman who owns a large piece of commercial real estate and hears that the city government is considering rezoning the area where the property is located. Fearing that the rezoning will lower the value of her property, the owner decides to sell, and calls a real estate agent. Once the two people meet, the real estate agent, who is a member of the zoning commission, tells the property owner that her information is erroneous and there is no plan to rezone the area. The property owner changes her mind about selling.

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