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Published: Feb 05 , 2016
Author: David Bannister

A few years ago I read an interesting article based on the work of a renowned US business school which gave the results of studies into acquisitions and mergers in international business over a period of years. The conclusion, briefly summarised, was that what these deals produced in practice was a long way short of what had been predicted for them at the outset – fewer than a third of deals met the expectations which had been heralded for them when they were being contemplated and shareholders were being convinced to endorse them. It is interesting that some of Scotwork’s emerging research into negotiating behaviours (we will be saying more about this in the months to come) indicates that untrained negotiators don’t see the negotiating process as adding a great deal of long term business value or as strengthening relationships. It seems the process is just a necessary evil to many who have to carry it out. Trained negotiators, however, seem to have a different view...

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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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