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Every organization enters into agreements for purchase and supply of goods and services, and most managers have some involvement in negotiating. Moreover the successful planning, execution and conclusion of contract negotiations can contribute directly to corporate profitability. The Contract Negotiation Handbook explains how the need to negotiate arises and how to form a negotiating plan. It sets out a structured approach to negotiation through all its various stages - preparing to negotiate, the opening of negotiations and how these develop at the negotiating table, and the closing and recording of the bargain. The use and misuse of certain tactics in negotiation are also covered. This classic text has now been thoroughly updated and revised, employing a more user-friendly approach. New features include a discussion of partnering and the importance of long-term relationships and contracts. The role of the psychology of bargaining is integrated throughout the text, rather than being treated as a separate entity.

Tabla de contenidos provista por Syndetics

• List of figures(p. xi)
• Introduction(p. 1)
• A dynamic process of adjustment(p. 1)
• Each party's objective(p. 2)
• The structural level(p. 3)
• Mutually satisfying agreement on a matter of common interest(p. 5)
• Scope of study(p. 6)
• Plan of study(p. 6)
• Part 1 The Need to Negotiate
• 1 Introduction to Part One(p. 11)
• 2 Strict tendering(p. 12)
• 2.1 Strict tendering(p. 12)
• 2.2 Cartels(p. 13)
• 3 Post tender negotiation(p. 14)
• 3.1 Post tender negotiation(p. 14)
• 3.2 Final offer first(p. 14)
• 3.3 Hold back(p. 14)
• 4 Securing a better bargain(p. 16)
• 4.1 Introduction(p. 16)
• 4.2 The argument for negotiation(p. 16)
• 4.3 The argument against negotiation(p. 17)
• 4.4 Conclusion(p. 17)
• 5 Adjustment of long-term contracts(p. 19)
• 5.1 Introduction(p. 19)
• 5.2 Flexibility(p. 19)
• 5.3 Hardship clauses(p. 19)
• 5.4 Good faith(p. 20)
• 6 Resolving contract disputes(p. 23)
• 6.1 Introduction(p. 23)
• 6.2 Disputes in the construction industry(p. 23)
• Part 2 Planning for Negotiations
• 7 Introduction to Part Two(p. 29)
• 8 Identifying the scope of the negotiations(p. 32)
• 8.1 The purpose of the negotiations(p. 32)
• 8.2 Both parties want the deal to go ahead for their own reasons(p. 32)
• 8.3 At least one party is indifferent to the success of the negotiations(p. 33)
• 8.4 Points which the negotiations are expected to cover(p. 34)
• 9 Data acquisition--the negotiating environment and the other party's decision-making processes(p. 37)
• 9.1 The environment(p. 37)
• 9.2 The negotiating environment--overseas bidding(p. 37)
• 9.3 The negotiating environment--buying from overseas(p. 41)
• 9.4 The negotiating environment--buying or selling within the UK(p. 42)
• 9.5 The negotiating environment--contract dispute(p. 43)
• 9.6 The other party's decision-making processes(p. 46)
• 10 Data acquisition--objectives of the other side, their level of commitment and personalities/characteristics of their negotiators(p. 48)
• 10.1 Their objectives(p. 48)
• 10.2 Their commitment(p. 48)
• 10.3 Personalities and characteristics expected of their negotiators(p. 50)
• 11 Means of acquiring data(p. 58)
• 11.1 The negotiating environment--buying and selling(p. 58)
• 11.2 The negotiating environment--contract dispute(p. 60)
• 11.3 The other side's organization, business methods and decision-making processes(p. 60)
• 11.4 Those who are likely to be negotiating for the other side(p. 61)
• 12 Negotiating style(p. 63)
• 12.1 Introduction(p. 63)
• 12.2 Single-factor negotiations(p. 63)
• 12.3 Multi-faceted negotiations(p. 64)
• 12.4 Trading(p. 65)
• 13 Setting the corporate objectives(p. 67)
• 13.1 Interests(p. 67)
• 13.2 Risk avoidance(p. 68)
• 13.3 Categories of objectives(p. 68)
• 13.4 The 'must haves'(p. 69)
• 13.5 The 'desirables'(p. 69)
• 13.6 The 'nice to have' items(p. 70)
• 13.7 Their objectives and ours(p. 71)
• 13.8 Our negotiating interests(p. 71)
• 14 Personal objectives of the negotiators(p. 73)
• 14.1 Personal bias(p. 73)
• 14.2 Personal objectives(p. 73)
• 14.3 Motivational drive(p. 74)
• 14.4 Security(p. 74)
• 14.5 Self-esteem achieved through satisfying others(p. 76)
• 14.6 Self-esteem by satisfying the negotiator's self-evaluation(p. 78)
• 14.7 Self-actualization through professional fulfilment(p. 82)
• 14.8 Conflict and adjustment in the negotiator's motivation(p. 83)
• 14.9 Implications of personal objectives in negotiation planning(p. 85)
• 15 Choice of strategy(p. 87)
• 15.1 The first offer--bidding and procurement(p. 87)
• 15.2 Relationship between ourselves and the other side(p. 88)
• 15.3 Contract dispute(p. 98)
• 16 Short-term contracts--level of the first offer(p. 105)
• 16.1 Bidding(p. 105)
• 16.2 The golden rule(p. 105)
• 16.3 Outcome of negotiations(p. 106)
• 16.4 A numerical example(p. 107)
• 16.5 Procurement(p. 109)
• 16.6 The overall bargain(p. 110)
• 16.7 Negotiation with a single supplier(p. 111)
• 17 Long-term contracts--the initial approach(p. 113)
• 17.1 Introduction(p. 113)
• 17.2 Collaboration(p. 113)
• 17.3 Proposals for partnering(p. 114)
• 17.4 Partnering negotiations(p. 115)
• 17.5 Long-term agreements--not partnering(p. 116)
• 18 Contract dispute--the first offer(p. 119)
• 18.1 When an offer is to be made(p. 119)
• 18.2 Submission of a claim(p. 119)
• 18.3 Responding to a complaint by the purchaser(p. 121)
• 18.4 Valuation of the purchaser's negotiating objective(p. 121)
• 18.5 The supplier's negotiating objective(p. 124)
• 18.6 Determination of the level of the initial offer(p. 126)
• 19 The negotiating team(p. 128)
• 19.1 Character and composition of the team(p. 128)
• 19.2 Appointment and duties of the team leader(p. 133)
• 19.3 Visits by senior personnel(p. 135)
• 19.4 The negotiating team overseas(p. 136)
• 20 Communication and security(p. 138)
• 20.1 Communication(p. 138)
• 20.2 Security(p. 142)
• 21 The negotiating brief(p. 145)
• 21.1 Formulation of the brief(p. 145)
• 21.2 The negotiating objective(p. 145)
• 21.3 Minimum acceptable terms(p. 147)
• 21.4 Period for negotiations(p. 147)
• 21.5 The negotiating team(p. 147)
• 21.6 Communications and reporting(p. 148)
• 22 The negotiating plan(p. 149)
• 22.1 Definition of initial strategy(p. 149)
• 22.2 Supporting arguments(p. 150)
• 22.3 Supporting data(p. 151)
• 22.4 The location of the negotiations(p. 151)
• 22.5 Administrative arrangements(p. 152)
• 23 Conducting the rehearsal(p. 154)
• 23.1 Value of the rehearsal(p. 154)
• Part 3 Structure and Sequence of the Negotiations
• 24 Introduction to Part Three(p. 157)
• 25 The opening(p. 160)
• 25.1 Written proposal/answer without discussion(p. 160)
• 25.2 Written proposal/answer supplemented by verbal discussion(p. 162)
• 25.3 Verbal proposals only(p. 163)
• 25.4 Conclusions(p. 165)
• 25.5 Exposing the negotiating area(p. 165)
• 26 Review of the opening(p. 169)
• 26.1 Bargain immediately identifiable(p. 169)
• 26.2 Bargain foreseeable(p. 170)
• 26.3 No bargain foreseeable(p. 174)
• 27 The follow-up(p. 179)
• 27.1 Reappraisal of their concession factor(p. 179)
• 27.2 The influence of time(p. 187)
• 27.3 Threat strategy(p. 189)
• 27.4 The tactical effect of time(p. 194)
• 27.5 Modification of the negotiating objective(p. 197)
• 27.6 Making the next move(p. 199)
• 28 Identifying the bargain(p. 203)
• 28.1 Signalling to the other side(p. 203)
• 28.2 Communication and coordination(p. 206)
• 28.3 Policy issues(p. 211)
• 29 Concluding and recording the bargain(p. 214)
• 29.1 The final review(p. 214)
• 29.2 Ensuring that the agreement is genuine(p. 217)
• 29.3 Recording the bargain(p. 218)
• Part 4 Negotiation Tactics
• 30 Introduction to Part Four(p. 223)
• 31 Attitudinal tactics(p. 225)
• 31.1 In the opening phase(p. 226)
• 31.2 In the later phases(p. 229)
• 32 Situation tactics(p. 237)
• 32.1 Offensive tactics(p. 237)
• 32.2 Defensive tactics(p. 249)
• Epilogue(p. 259)
• Appendices
• Appendix 1 Decision techniques(p. 263)
• A1.1 Choice under risk--the decision rules(p. 263)
• A1.2 Expected value(p. 265)
• A1.3 Utility under risk(p. 268)
• A1.4 The theory of games(p. 273)
• A1.5 Riskless utility(p. 284)
• Appendix 2 The level of the first offer: competitive bidding, purchaser's strategy, quick kill(p. 295)
• A2.1 Competitive bidding, single opportunity, purchaser's strategy, quick kill(p. 295)
• A2.2 Competitive bidding--multiple opportunities(p. 308)
• Appendix 3 Model of the bargaining process: both sides using hold-back strategy(p. 317)
• A3.1 The bargaining zone(p. 317)
• A3.2 The effect of time on the initial offer level(p. 318)
• A3.3 Model of the bargaining process in relation to the selection of the initial demand(p. 320)
• A3.4 Relationship of the above model to that proposed by Cross(p. 322)
• A3.5 Selection of the optimal demand(p. 324)
• A3.6 Assessment of the concession factor(p. 326)
• A3.7 Time and the limits of the bargaining zone(p. 328)
• A3.8 Level of Party's initial offer relative to the bargaining zone(p. 330)
• Index(p. 335)

Notas de autor provistas por Syndetics

P D V Marsh, BA (Hons), is a retired solicitor. He began his commercial career with the National Coal Board where he became their Chief Contracts Officer. He later held senior posts with AEI Limited and Standard Telephones and Cables Limited where, for four years, he was Project Manager for their Submarine Telephone Cable Division. He then joined George Wimpey Ltd and became a director of Wimpey Major Projects Ltd. His last post before retiring was as Contracts Manager for the Transportation Systems Division of Transmanche Link. Since retiring in 1990 he has run his own consultancy practice