
Building Corporate Capability
Does your company negotiate as if each
deal were a one-off? Here's how a negotiation system and infrastructure
can energize your partnerships and accelerate your company
bottom-line .
Building A Corporate Negotiation
Capability
"Developing a corporate negotiation capability
is critical to corporate future. The Key is to reposition Negotiation
as a principle-based approach to corporate interaction."
Hospice Djohoun
What is a corporate Negotiation Capability?
The idea of corporate negotiation capability challenges corporate
leaders in their traditional perception of negotiation as an event-driven
mechanism where negotiating teams are appointed on an adhoc basis
until such time as the initiating project is resolved.
The new emergent view of negotiation is that it is a systemic
mechanism that carries a daily operational significance.
Why build a corporate negotiation
capability?
While most organisations accept and utilize formal sales and
purchasing strategies and processes, few have a systematic approach
to negotiation.
Within today's global village, corporate business weaves an intricate
network calling forth the need for a roadmap for building bridges
across complex negotiation agreements.
As the outcomes of negotiations do not hinge solely on the negotiator's
individual skills, the need for developing and managing of a corporate
negotiation capability and infrastructure becomes apparent.
Our 4-Step approach to building a corporate
Negotiation capability
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Design a knowledge management system to capture
experience gained from past agreements to improve future negotiations.
Then create an infrastructure to support and make negotiation
an institutional capability. |
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Develop a can-do culture within your human capital division
about the need to create a performance contract and appraisal
system for corporate negotiators beyond issues of price and
costs. |
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Apply principled negotiation techniques to separate a once-off
deal from long-term relationships . Here, co-workership
gives you an edge over competition. |
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Review and agree on issues of power, corporate governance
and limits of authority and let negotiators feel comfortable
walking away from a deal when it's not in the company's best
interests. |

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