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Successful negotiation with the driver-seat concept

With this book, Hermann Rock provides time-structured core strategies for conducting negotiations that can be directly applied in practice. The author's expertise comes primarily from his own negotiations in the context of M&A transactions and shareholder agreements with managers, taking in...

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Main Author: Rock, Hermann,
Other Authors: SpringerLink (Online service)
Format: eBook
Language: English
Published: Wiesbaden : Springer Gabler, [2023]
Physical Description: 1 online resource (xix, 421 pages) : illustrations.
Subjects:
Negotiation in business.
Table of Contents:
  • Intro
  • Preface
  • Another Negotiation Book - Why?
  • On the Genesis of the Book
  • The Elite as Role Model
  • The Aim of This Book
  • Practice and Theory
  • Warning
  • Note of Thanks
  • References
  • Contents
  • 1: Definition, Structure, Preparation
  • 1.1 Definition of Negotiation
  • 1.2 Structure
  • 1.3 Preparation
  • 1.4 Fast Track
  • References
  • 2: Seven Tasks of the Decision Maker
  • 2.1 First Set Up Your Team (DM Task No. 1)
  • 2.1.1 Decision Maker
  • 2.1.2 Primary Negotiator
  • 2.1.3 Secondary Negotiator
  • 2.1.4 Bad Guys
  • 2.1.5 Experts
  • 2.1.6 Team Spirit.
  • 2.1.7 Three Basic Models for Practice
  • 2.1.8 Write a Team Mail
  • 2.1.9 Summary
  • 2.2 Deal with Your Options (DM Task No. 2)
  • 2.2.1 Definition and Benefits
  • 2.2.2 Start with Your Professional Options Mind Set
  • 2.2.3 Continue with the "Active Analysis" of Your Options
  • 2.2.4 Remain Realistic: "Safe Options" or "Possible Options"?
  • 2.2.5 Consider the Window of Opportunity
  • 2.2.6 Summary
  • 2.3 Develop Your Positions (DM Task No. 3)
  • 2.3.1 Step 1: Build Your Position Foundation
  • 2.3.1.1 Analyze the Standard Topics
  • 2.3.1.2 Analyze the Standard Positions.
  • 2.3.1.3 Create a "Position Checklist"
  • 2.3.2 Step 2: Analyze Your Own Situation
  • 2.3.2.1 World-Check
  • 2.3.2.2 Leverage-Check
  • 2.3.2.3 Options-Check
  • 2.3.2.4 Overconfidence-Check
  • 2.3.3 Step 3: Develop Your Individual Positions
  • 2.3.3.1 Decide on Your Target Positions
  • 2.3.3.2 Decide on Your Starting Positions
  • 2.3.3.3 Set Aside Your Stop Positions
  • 2.3.4 Work on Your Position Mind Set
  • 2.3.5 Summary
  • 2.3.6 Summary "Mission Development"
  • 2.4 Learn: Constantly Evaluate the Current Information at Any Given Time (DM Task No. 4)
  • 2.4.1 Step 1: Ignore the Positions Communicated by the Partner
  • 2.4.2 Step 2: Analyze the Partner Team
  • 2.4.2.1 Identify the Decision Maker of the Partner Team
  • 2.4.2.2 Let Your Negotiator Negotiate with the Decision Maker
  • 2.4.2.3 Identify the Primary Negotiator of the Partner Team
  • 2.4.2.4 Take into Account the Diversity of Interests
  • 2.4.3 Step 3: Analyze the Situation(s)
  • 2.4.3.1 World-Check
  • 2.4.3.2 Leverage-Check
  • 2.4.3.3 Options-Check
  • 2.4.3.4 Overconfidence-Check
  • 2.4.4 Step 4: Interpret the Partner Positions.
  • 2.4.5 Step 5: Clarify the Real Content of the Partner Positions
  • 2.4.5.1 Clarify the Real Content of the Special Dummy Item "Yes"
  • 2.4.5.2 Clarify the Real Content of the Special Dummy Item "No"
  • 2.4.6 Step 6: Define the Individual Conflicts
  • 2.4.7 Step 7: Analyze Your Own Situation
  • 2.4.8 Summary Learn
  • 2.5 Adapt: Determine the Strategies and Positions (DM Task No. 5)
  • 2.5.1 Address the Five Conflict Strategies
  • 2.5.2 Always Start with Professional Confrontation
  • 2.5.3 Decide on a Conflict Strategy Again After the OP List Is Available.

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