1.

Rushing

With enough time on your side, you can get a fair deal done. Analyze the product and its value,

listen to the supplier, make an offer and justify it to the supplier's satisfaction. You should never

rush into buying something or signing a contract.

Failing to communicate effectively

Encoding, decoding, and responding are all parts of the communication process. Your words are

understood, and the wheels keep turning.

Lack of information and proper planning.

Make sure you know everything you need to know about the product and the supplier, including

the supplier's operational facilities, company history and management profile; major clients;

development plans; and history of performance.

Objective

Best deal

Seeking clarity doesn't go against the idea that negotiations should lead to the best deal; it just

shows that both sides need to understand what they have agreed to. Many fights start because

there isn't enough clarity.

Long relationship

This isn't always possible, and some cultures, like the Japanese, put more weight on this part of

negotiations. However, as companies build networks of alliance partners, this is becoming more

and more important (Jordaan, 2022).

Example

Companies A and B want to merge, but they can't agree on price, financing, or management

changes, so they have to negotiate. John Doe wants to work for Company XYZ, but he has to

talk about his pay and benefits. Company A wants to buy goods from Company B, but only if

they agree to certain payment terms.

2. Minimum terms that one side is willing to accept during negotiations are known as "resistance

points" (RPs).

Importance of resistance

 An effective negotiator must be aware of each party's motivations, objectives, and resistance

points to develop a strategy and choose tactics to achieve it.

 There are no exclusions when it comes to factors that could be useful in the negotiation or

influence the strategy of the other party.

Negotiation outcomes may be influenced by the reservation point, which is strengthened by the

knowledge of:

 What each party's interests are and how strong they are

 The BATNA of each party, and

 Every party's delay or refusal cost.

  As a rule of thumb, the BATNA is used to determine the resistance level. It can also be a

major source of a party's negotiating power (Benetti, et al.,2021).

3.

Distributive Negotiation

It is a type of competitive negotiation that is used when the parties want to divide up a fixed

resource like money, assets, etc. It is also called a "win-lose" or "zero-sum" negotiation because

both sides try to get the most for themselves. This means that when one side wins or reaches its

goals, the other side loses. Distributive negotiation is used when there isn't enough trust and

cooperation between the parties. It's often thought to be the best way to negotiate.

Integrative negotiation

It is a negotiation strategy in which both sides work together to find a solution that works for

both of them. During this process, the parties' goals and aims are likely to be brought together in

a way that creates value for both of them and, in turn, makes the pie bigger. It focuses on finding

a solution that works for everyone and is acceptable, taking into account their interests, needs,

concerns, and preferences. The technique is based on the idea of value creation, which means

that each party gets a lot out of it. In this kind of negotiation, more than one issue is being talked

about at the same time (McGuire et al.,2022).

4.

"Zone of Possible Agreement" (ZOPA), which is also called a "bargaining range," is when there

is a possible agreement that would be better for both sides than their other options. The ZOPA or
"bargaining range" is a very important part of a successful negotiation. But it might take a while

to figure out if there is a ZOPA; it might not be clear until the parties look into their different

options and interests.

The ZOPA is different depending on what kind of negotiation is going on. In a distributive

(competitive) negotiation, where both sides are trying to get as much of the "fixed pie" as

possible, it is harder to find solutions that are acceptable to both sides. When a single issue is

being negotiated, there is usually only one winner and one loser. Both sides don't have the same

goals, so they can't come to an agreement that works for both of them. Integrative negotiations,

on the other hand, are about adding value or "growing the pie." This can happen when people

have similar goals or are dealing with more than one problem. In this case, the parties can work

together to create value by combining their interests and making trade-offs on different issues.

So, both sides "win," even though neither gets everything they thought they wanted at first

(Ebner, 2021).

5.

Following ways JJM negotiates from a position of strength:

Maintain a Positive life:

A win-win outcome is possible in negotiations. Identify your personal and professional goals, as

well as those of the company. A win-win solution IS attainable.

Keep an Eye on the Clock

Salary negotiations necessitate precise timing. You (the job seeker) don't want to be the one to

bring up salary during an interview when negotiating an initial salary. Negotiating a salary

should begin with the hiring manager.

Set up the necessary paperwork.

If you want more money, you must make a compelling argument for it. Compile evidence to

support your wage request. Examples of this kind of information include salary information

gleaned from a variety of online sources, such as job postings and company websites.

Self-awareness

Your current salary should not be a source of any suspicion. A reference check by your employer

might reveal information about your pay. Even after an offer has been made, dishonesty may

lead to the offer being withdrawn.

6.

Espel tech could use the following steps:

Preparing for a negotiation session in China requires access to relevant local information and

insights. Pre-negotiation guidance can be provided by local staff, local contacts, and external

advisors who know what questions to ask before and during the negotiations.

In China, companies must invest time upfront to understand their counterparts, especially in

areas such as ownership structure, revenue sources, and funding of capital assets and operations

due to the lack of organizational transparency. Before investing in discussions, companies should

confirm if there is a foundation for a sustainable business.

Getting to know one's partner and getting to know oneself go hand in hand. One can best prepare

for Chinese negotiations by being aware of one's self. Pre-negotiation positioning is driven by

corporate clarity about high-level objectives, resource commitment, and management support for

doing business in China (Zhang et al.,2021).

Reference

Zhang, H., Zhang, K., Warsitzka, M., & Trötschel, R. (2021). Negotiation complexity: A review

and an integrative model. International Journal of Conflict Management, 32(4), 554-573.

Benetti, S., Ogliastri, E., & Caputo, A. (2021). Distributive/integrative negotiation strategies in

cross-cultural contexts: A comparative study of the USA and Italy. Journal of Management &

Organization, 27(4), 786-808.

McGuire, S. J., Reilly, P. R., Zhang, Y., & Prabhu, V. P. (2022). Dyad integrative behavior and

negotiation outcomes. Conflict Resolution Quarterly, 39(3), 295-314.

Jordaan, B. (2022). Developing a negotiation strategy. In Negotiation and Dispute Resolution for

Lawyers (pp. 162-196). Edward Elgar Publishing.

Ebner, N. (2021). Integrative Negotiation: Paying the Price of Popularity. Discussions in Dispute

Resolution: The Foundational Articles, 84.