Turning negotiation into a corporate capability

作     者：Ertel, D 

作者机构：Vantage Partners Cambridge MA USA 

出 版 物：《HARVARD BUSINESS REVIEW》 (Harv Bus Rev)

年 卷 期：1999年第77卷第3期

页      面：55-+页

核心收录：

学科分类：0202[经济学-应用经济学] 02[经济学] 1202[管理学-工商管理] 1201[管理学-管理科学与工程(可授管理学、工学学位)] 

主　　题：商业/经济学 商业/组织和管理 合同业务 决策 组织 财务管理 卫生服务使用研究 谈判 组织隶属关系 组织改革 规划技术 生产线管理 美国 

摘      要：Every company today exists in a complex web of relationships formed, one at a time, through negotiation. Purchasing and outsourcing contracts are negotiated with vendors. Marketing arrangements are negotiated with distributors. Product development agreements are negotiated with joint-venture partners. Taken together, the thousands of negotiations a typical company engages in have an enormous effect on both its strategy and its bottom line. But few companies think systematically about their negotiating activities as a whole. Instead they take a situational view, perceiving each negotiation to be a separate event with its own goals, tactics, and measures of success. Coordinating them all seems an overwhelming and impracticable job. In reality, the author argues, it is neither. A number of companies are successfully building coordinated negotiation capabilities by applying four broad changes in practice and perspective. First, they ve established a company-wide negotiation infrastructure to apply the knowledge gained from forging past agreements to improve future ones. Second, they ve broadened the measures they use to evaluate negotiators performance beyond matters of cost and price. Third, they draw a clear distinction between the elements of an individual deal and the nature of the ongoing relationship between the parties. Fourth, they make their negotiators feel comfortable walking away from a deal when it s not in the company s best interests. These changes aren t radical steps. But taken together, they will let companies establish closer, more creative relationships with suppliers, customers, and other partners.