REAL-WORLD INSIGHTS

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Published: Aug 25 , 2016
Author: Alan Smith

Team GB flew in to Heathrow on Tuesday morning this week, clanking with their scores of medals, on flight number BA2016, a British Airways 747 repainted with a golden nose and renamed “victoRIOus”. The best Olympic results for these Glorious Isles in over a century. To come second in the medals table is brilliant, but to be honest should not come as such a big surprise as it clearly has. I wonder if that gob-smacking surprise is just a function of typical British pessimism; we love an underdog, or understatement and one of the worst insults you can make in the UK is to tell someone they think a lot of themselves. Jason Kenny is such a dude precisely because he seems not to want to be one...

Published: Oct 15 , 2015
Author: Tom Feinson

Tesco’s travails over the last few months are many and varied. Recently they topped a grocers code adjudicator list for supplier complaints an in a recent survey only Iceland received a lower score from its suppliers, it must be cold there. For those that operate in this environment I imagine that this comes as no surprise and to be honest in my experience Tesco are not markedly worse than any of the Big 4. They all appear to operate on the basis that they have all the power and they can break and fix supplier relationships at will but is the worm turning?

Published: Nov 06 , 2014
Author: Mike Freedman

Frequently people want to talk about their negotiating strategy. My immediate (if private) reaction to this is “oh dear!!” Negotiation is a means of dealing with conflict; it can be stressful. So, in preparation we tend to surround ourselves with all sorts of tools and defences that will make us feel more powerful or at least more comfortable. For example people like to play out their negotiation strategy before it happens. Their strategy involves a long storyboard, a sequence of exactly what they and the other side will say and do...

Published: Oct 09 , 2014
Author: Gaetan Pellerin

We’ve all been trained to hide our emotions in a business environment—especially during negotiation. Keep your emotions out of negotiations or the other side may crush you, right? Not exactly, because you can’t negotiate effectively as a detached robot. So how do you find the happy medium? Recognize that emotions—positive and negative—are totally normal during a negotiation. But we’re often so busy driving the conversation, persuading the other party and doing everything we can to close the deal, that in the moment, we lose touch with our emotions. Or we choose not to deal with them...

Published: May 29 , 2014
Author: Stephen White

Until yesterday I thought that the bid by US pharma giant Pfizer for UK based pharma giant AstraZeneca was a flash-in-the-pan piece of opportunism. We first heard of the plan at the beginning of May, when an offer of £50 per share was tabled. The merger would create the largest pharmaceutical company in the world. It was based on two premises, firstly that AstraZeneca were weak because their product portfolio contained a number of high-profit drugs which were coming to the end of their patent protection, and with nothing much in the R&D cupboard to replace them, and secondly because it gave Pfizer an advantage by enabling them to move their head office to the UK and save loads of tax in an avoidance wheeze...

Published: Apr 10 , 2013
Author: David Bannister

Many words have been written in the past few days since the death of former Prime Minister Margaret Thatcher, some reflect her perceived greatness and others portray her as a class enemy. I cannot hope to emulate the lyrical heights to which some have soared in the press. I can, however, look back and reflect on the way she dealt with trade unions and specifically the National Union of Mineworkers in the 1980s. During that time I was an Industrial Relations Officer in a manufacturing factory situated in the middle of the South Yorkshire coalfield. Friends and neighbours were involved both practically and emotionally in all of the events of that memorable year from March 1984 to March 1985...

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The Power of Adjournments

Anjana – a sales leader with an IT firm – is busy preparing for negotiations with a large bank on renewing her firm’s contract with them. Given it is a decent sized deal, Anjana has been preparing for these negotiations over the last several days by interlocking with the account delivery teams, getting buy-ins from the senior leadership & CFO on commercials, getting a handle on the likely strategies from the competition etc. It is no surprise, given the rigour of her preparation, that Anjana was feeling confident about her meeting with the Client CIO.

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