and pdfWednesday, May 5, 2021 1:15:30 PM2

Concession And Discounting Negotiations Pdf

concession and discounting negotiations pdf

File Name: concession and discounting negotiations .zip
Size: 27731Kb
Published: 05.05.2021

FAR Smart Matrix. Chapter 99 CAS. Subpart

The volume will be huge! I thought this was a serious bid! This kind of dilemma is nothing new, of course. Deals fall through every day. But businesses that depend on long-term customer relationships have a particular need to avoid win-lose situations, since backing out of a bad deal can cost a lot of future deals as well.


We develop analytical models to assist negotiators in formulating offers in a concession-based negotiation process. Our approach is based on plausible requirements for offers formulated in terms of utility values for both the negotiator making the offer and the opponent receiving it.

These requirements include value creation, reciprocity, and the fact that an offer actually leads to concessions. Solutions along this search path are then mapped back into the issue space to generate actual offers. We present and discuss several variants of optimization models to generate such offers and illustrate them with an numerical example. The communication component enables users, who in the case of web-based systems might be geographically distributed, to exchange arguments or offers, or engage in even richer forms of communication.

The importance of communication support is well understood in the literature. In contrast to the communication component, the functionalities which an NSS should offer in terms of decision support are less well understood.

However, they do not support the user by actively suggesting offers which could be sent to the opponent. This rather low level of involvement of NSS in critical decisions within the actual bargaining process was already recognized in the early literature on NSS. Vetschera classified the level of support an NSS could offer to users into i facilitation , which focuses on supporting only the communication process, ii interactive guidance , which directs the decision processes of users and thus guarantees that desirable properties like efficiency are achieved, and iii normative guidance , which actually proposes solutions fulfilling certain properties like efficiency or fairness criteria.

In a later classification, Kersten and Lai distinguished three somewhat different levels of systems. The first two levels of their classification consist of passive systems offering process and calculation support to the users and active facilitation-mediation systems , which support users in the generation of offers. Systems at the third level, which they call proactive intervention-mediation systems , consult and advise the user by e. While many authors have thus called for a more active role of NSS for quite some time, actual systems implementing such concepts are still rare.

This system contains software agents which not only analyze and criticize offers a user is considering, but also actively suggest alternative offers that might be attractive for the user to send. However, eAgora only considers the current step of the bargaining process and generates offers which provide a utility value close to a concession level specified by the user. In the present paper, we introduce more elaborate models for suggesting offers that one negotiator could send to his or her counterpart.

Our approach is characterized by two features:. It is based on a perspective of the entire bargaining process rather than on a single bargaining step of a negotiator.

Thus it takes into account desirable features of the process and its outcomes, like Pareto efficiency of the final although not necessary intermediate outcomes, or reciprocity of concessions.

The perspective we follow in this process model is therefore more that of a facilitator or a mediator, rather than an expert advising only one side of the negotiation. These desirable properties of the bargaining process can best be described in terms of utility values, while negotiators communicate via offers which are formulated in terms of negotiation issues.

We therefore have to take the mapping between utility values and offers and vice versa into account. By considering desirable attributes of the bargaining process, our models introduce a normative component into negotiation support.

The balance between normatively desirable properties of outcomes and autonomy of negotiators has always been an important topic in NSS research.

The simultaneous quest for normatively desirable properties of the process and its outcomes on one hand and autonomy of users on the other is not necessarily a contradiction. Consider for example another important field of decision support, decision making under risk.

Prescriptive theories like expected utility theory Schoemaker are based on a set of axioms defining how rational decisions under risk should be made.

On the other hand, different shapes of utility functions can still represent a wide variety of individual preferences toward risk. In a similar way, we parameterize the bargaining process to allow users to choose from a range of possible negotiation tactics, while still ensuring that the entire process fulfills the requirements we formulate.

We therefore consider an NSS to play the role of a trusted third party, to whom both sides reveal their true preferences without strategic misrepresentation. The models we develop in this paper could also be used to unilaterally support one party. The second contribution of our work is the mapping that is provided between utility values and bargaining issues.

As has already been argued in the early literature on NSS e. In the present paper, we do not consider a situation involving hidden agendas Kersten and Szapiro , and thus assume that the decision and outcome spaces are identical. Offers are made in terms of outcome variables e. While the utility functions of the parties provide a mapping from the outcome space to the utility space, the inverse mapping has rarely been considered in the NSS literature.

The conceptual framework which forms the basis of our research is illustrated in Fig. We develop a model of a bargaining process, which is, on one hand, based on certain requirements we impose on the process, and, on the other, leaves room for control by the user. This model of the bargaining process is formulated in the utility space, and the bargaining process in terms of utilities is then mapped to offers in the issue space.

Since the dimensionality of the issue space in multi-attribute negotiations is likely to be higher than that of the utility space which is two-dimensional in case of bilateral bargaining , the mapping from utility space to outcome space is not always unique.

Thus it leaves room for additional control by the user. The remainder of our paper is structured as follows: In Sect. In Sect. The actual models are developed in Sect. Section 6 concludes the paper by summarizing its main results and providing an outlook onto future research.

Three distinct streams of literature are relevant and informative for the research topic of this paper: i The axiomatic bargaining approach, which determines negotiation outcomes normatively, ii the strategic bargaining approach, which derives solutions from dynamic interaction models, and iii the multi-criteria decision making MCDM approach, which provides models to support improvement-based and concession-based negotiation processes.

The brief review of these approaches that provide useful input for our project also highlights some drawbacks concerning their applicability for decision support in negotiations, which also motivates this study and the approach proposed here. The axiomatic approach was the first one to deal with the mechanisms of bargaining from a game theoretical perspective. It was introduced, together with a formal definition of the bargaining problem, in the seminal contribution of Nash Following the axiomatic approach, one first has to determine desirable properties for the negotiation outcome, which are formulated as axioms.

For the Nash bargaining solution Nash these axioms are i invariance to linear utility transformations, ii Pareto-optimality, iii symmetry, and iv independence of irrelevant alternatives.

Another well known axiomatic solution is the Raiffa solution, which was first proposed by Raiffa An axiomatic formulation of that solution was later developed by Kalai and Smorodinsky Therefore, it is also known as Kalai-Smorodinsky solution. These two solutions share the first three axioms, The fourth axiom of Nash, independence of irrelevant alternatives, was often criticized and is replaced by monotonicity in the Raiffa solution.

Based on these axioms, solution concepts are derived that determine an usually unique outcome of the negotiation. The conflict payoff is the exogenously determined payoff in case no settlement is reached in the negotiation. The Raiffa or Kalai-Smorodinsky is the point on the Pareto-frontier where both negotiators receive equal proportions of their utility differences between the conflict point and the utopia point.

The conflict point is defined as in the Nash solution, the utopia point is the usually infeasible combination of the maximal utility values for both negotiators. Later research on the axiomatic approach accepted and combined these two solution concepts, but criticized the reference points to be unrealistic. Roth and Thomson used the Nash solution concept with the minimax point, Rosenthal and Gupta the Raiffa solution concept with the minimax and the midpoint, respectively.

The axiomatic approach, although creating a basis for later research on negotiation, faces two major drawbacks related to negotiation support. The first one results from its theoretical basis in cooperative game theory. As in any cooperative game model, the way by which the solution is reached—i. These approaches only present a formula to calculate the solution, but do not discuss how the solution is reached and implemented. If one aims at supporting negotiations as an interactive process of information and offer exchange, this is not sufficient.

Second, negotiation problems are formulated in terms of utility values, however, there might be several offers with different issue configurations that lead to the same vector of utilities Osborne and Rubinstein Even if the utility vectors proposed by axiomatic approaches are helpful, they still could leave room concerning which alternative in the issue space to settle for.

Later initiatives tried to develop dynamic game models that demonstrate the interactions that lead to axiomatic solutions. Later, Mumpower analyzed the effect of generic negotiation strategies like log-rolling or splitting the difference on the outcome in various negotiation problems.

Though these strategic bargaining approaches unraveled the dynamic processes that might result in normative solutions, their focus is to justify these solutions rather than to describe or support actual negotiation processes. Furthermore, they also operate in the utility space or consider only one single issue. Rather than looking at only one issue or aggregating several issues into one utility value, game theorists more recently started to analyze multiple usually two issue negotiations on an issue-by-issue basis Lang and Rosenthal Game theorists for example analyzed issue-by-issue bargaining under fixed agenda Fershtman , agenda setting for issue-by-issue bargaining Busch and Horstmann a , compare issue-by-issue and bundle offer protocols Lang and Rosenthal ; Inderst and analyze the signaling of private information through agenda setting Bac and Raff ; Busch and Horstmann b.

Though formulated in a stylized issue space, these models usually suggest that agreements are found in the very first round of the negotiation to avoid negative aspects of time costs or discounts. Their usability for the support of actual negotiation processes is therefore limited.

While game theoretic models usually consider only one or two outcome dimensions per party, MCDM approaches consider multiple issues separately. Starting from a long tradition of MCDM methods for individual decision makers, these methods have been extended to situations involving multiple decision makers.

Process models have been proposed for groups of decision makers with homogeneous interests e. Climaco and Dias and also for negotiations between parties with conflicting interests. Parties start from a common ground their minimal consensus or the status quo of their conflict and seek Pareto-improvements to their tentative agreement to eventually end up with an nearly efficient outcome.

This process is often supported by a mediator. Recently, quantitative trade-off methods for logrolling procedures were proposed Tajima and Fraser to reach integrative agreements in multiple-issue negotiations via a series of Pareto-improvement steps. The procedure is comparable to the post-settlement settlement approach suggested by Raiffa to improve tentative agreements reached in negotiations. Experimental NSS, e.

The improvement-based negotiation process is quite promising from a behavioral perspective. It might be easier for negotiators to accept an additional gain during a negotiation than to have to give in. However, even proponents of this approach e. In a concession-based process, both parties start with inconsistent and often extreme opening offers and then continuously make concession toward a joint agreement. First attempts to model decision making in negotiations as a series of concessions date back to Rao and Shakun , who consider the sequential and alternating decision problem of making a fixed concession in a single issue negotiation.

The authors state that the model can be generalized to multiple issues if exact tradeoffs between issues are known. However, this is rarely the case and furthermore an increasing number of issues renders the approach computationally complex. This, however, can cause inefficiencies as the potential for logrolling and integrative outcomes is ignored. Other strategies use single issue tactics to determine the utility value of the next offer to propose—and therefore also the extent of the next concession Lee and Chang However, these approaches leave the actual offer in the issue space to be determined.

Other approaches base their support on the generation of some form of group preferences from individual preferences. Decision makers then are assumed to make concessions to settle for an alternative preferred by the group.


Contrary to popular opinion, the answer is yes. But only if you know which best practices and levers to apply throughout the lifetime of your AWS agreement. Amazon Web Services AWS is known for many things, but flexibility during enterprise contract and price negotiations is not one of them. As the clear frontrunner in the IaaS market, AWS maintains a high degree of leverage over its customers and competitors. When AWS entered the market in , it changed virtually everything about how businesses consumed infrastructure — including the sourcing aspect. Having spent decades buying infrastructure from their legacy IT vendors, enterprises were used to complex and intensely iterative contract negotiations. AWS sought to change that by bringing transparency and simplicity to the buying process with clear, easy-to-understand pricing and provisioning.

Negotiation is a dialogue between two or more people or parties intended to reach a beneficial outcome over one or more issues where a conflict exists with respect to at least one of these issues. Negotiation is an interaction and process between entities who aspire to agree on matters of mutual interest , while optimizing their individual utilities. Negotiators need to understand the negotiation process and other negotiators to increase their chances to close deals, avoid conflicts, establishing relationship with other parties and gain profit. It is aimed to resolve points of difference, to gain advantage for an individual or collective , or to craft outcomes to satisfy various interests. Distributive negotiations, or compromise, is conducted by putting forward a position and making concessions to achieve an agreement. The degree to which the negotiating parties trust each other to implement the negotiated solution is a major factor in determining whether negotiations are successful. People negotiate daily, often without considering it a negotiation.

We develop analytical models to assist negotiators in formulating offers in a concession-based negotiation process. Our approach is based on plausible requirements for offers formulated in terms of utility values for both the negotiator making the offer and the opponent receiving it. These requirements include value creation, reciprocity, and the fact that an offer actually leads to concessions. Solutions along this search path are then mapped back into the issue space to generate actual offers. We present and discuss several variants of optimization models to generate such offers and illustrate them with an numerical example.


Although customers frequently negotiate the prices of both goods and services, academic research has mostly examined negotiations in goods contexts, neglecting the fact that negotiations for services may be different. Using five empirical studies with field and experimental data, the authors show that services exert ambivalent effects. First, the heterogeneity intrinsic to services leads customers to aspire to better negotiation outcomes because customers perceive higher risk and regard negotiation as more legitimate, particularly if services are customized. Second, the inseparability of services leads customers to lower their negotiation aspirations because they fear negative consequences, particularly if customers are closely integrated in the service process. Study results provide actionable recommendations for managers and salespeople in service industries.

Part 515 - Contracting by Negotiation

An Analytical Approach to Offer Generation in Concession-Based Negotiation Processes

 Dov'ela plata. Где деньги. Беккер достал из кармана пять ассигнаций по десять тысяч песет и протянул мотоциклисту. Итальянец посмотрел на деньги, потом на свою спутницу. Девушка схватила деньги и сунула их в вырез блузки. - Grazie! - просиял итальянец.

 - Есть еще кое-что. Атомный вес. Количество нейтронов. Техника извлечения.  - Она пробежала глазами таблицу.

Мысли его метались. Он, конечно, с легкостью мог набрать код лифта и отправить Сьюзан домой, но она нужна ему. Она должна помочь ему найти ключ в компьютере Хейла. Стратмор пока не сказал ей, что этот ключ представляет для него отнюдь не только академический интерес. Он думал, что сможет обойтись без ее участия - принимая во внимание ее склонность к самостоятельности - и сам найдет этот ключ, но уже столкнулся с проблемами, пытаясь самостоятельно запустить Следопыта. Рисковать еще раз ему не хотелось. - Сьюзан, - в его голосе послышалась решимость, - я прошу тебя помочь мне найти ключ Хейла.

Navigation menu

 - Ничего себе чрезвычайная ситуация. Хотя большинство отделов АНБ работали в полном составе семь дней в неделю, по субботам в шифровалке было тихо. По своей природе математики-криптографы - неисправимые трудоголики, поэтому существовало неписаное правило, что по субботам они отдыхают, если только не случается нечто непредвиденное. Взломщики шифров были самым ценным достоянием АНБ, и никто не хотел, чтобы они сгорали на работе. Сьюзан посмотрела на корпус ТРАНСТЕКСТА, видневшийся справа. Шум генераторов, расположенных восемью этажами ниже, звучал сегодня в ее ушах необычайно зловеще. Сьюзан не любила бывать в шифровалке в неурочные часы, поскольку в таких случаях неизменно чувствовала себя запертой в клетке с гигантским зверем из научно-фантастического романа.

У нее есть и свои слабости. Она ведь и сама кое-что себе позволяла: время от времени они массировали друг другу спину. Мысли его вернулись к Кармен.

Насмерть перепуганный священник упал, чаша взлетела вверх, и красное вино разлилось по белому мрамору пола. Монахи и служки у алтаря бросились врассыпную, а Беккер тем временем перемахнул через ограждение. Глушитель кашлянул, Беккер плашмя упал на пол. Пуля ударилась о мрамор совсем рядом, и в следующее мгновение он уже летел вниз по гранитным ступеням к узкому проходу, выходя из которого священнослужители поднимались на алтарь как бы по милости Божьей. У подножия ступенек Беккер споткнулся и, потеряв равновесие, неуправляемо заскользил по отполированному камню.

 - Итак, вы полагаете, что Северная Дакота - реальное лицо. - Боюсь, что. И мы должны его найти.

Она посмотрела на него, потом на кольцо. Глаза ее увлажнились. - О, Дэвид… у меня нет слов. - Скажи. Она отвернулась.

 - Он хотел, чтобы вы восстановили его доброе имя. - Нет, - хмуро сказал Стратмор.  - Танкадо потребовал ТРАНСТЕКСТ. - ТРАНСТЕКСТ.

Девушка волокла за собой туристскую сумку. Подойдя к нему, она на этот раз расплылась в широкой улыбке. - Простите, что я на вас накричала.

Negotiating with a Customer You Can’t Afford to Lose

И снова покачал головой, когда она скрылась из виду. Дойдя до конца туннеля, Сьюзан уткнулась в круглую сейфовую дверь с надписью СЕКРЕТНО - огромными буквами. Вздохнув, она просунула руку в углубление с цифровым замком и ввела свой личный код из пяти цифр. Через несколько секунд двенадцатитонная стальная махина начала поворачиваться.

Этот метод проб и ошибок был известен как применение грубой силы. На это уходило много времени, но математически гарантировало успех. Когда мир осознал возможности шифровки с помощью грубой силы, пароли стали все длиннее и длиннее. Компьютерное время, необходимое для их угадывания, растягивалось на месяцы и в конце концов - на годы.

Было подсчитано, что для успешной атаки на стандартный ключ самому быстрому компьютеру АНБ - секретнейшему Крей-Джозефсону II - потребуется более девятнадцати лет. К тому времени когда компьютер разгадает пароль и взломает шифр, информация, содержащаяся в послании, утратит всякую ценность. Оказавшись в условиях подлинного разведывательного затемнения, АНБ выпустило секретную директиву, одобренную президентом Соединенных Штатов.

Part 515 - Contracting by Negotiation


  1. Costipetac

    09.05.2021 at 08:33

    Rc majumdar ancient india pdf download the universal principles of successful trading pdf

  2. Exlimeaworl

    14.05.2021 at 08:26

    The fifth step in Negotiation planning is to calculate the cost of concessions. This helps you get at least a 20 percent discount off the retail price. Once you.

Your email address will not be published. Required fields are marked *