BIOPHARM SELTEK PDF

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The second role play was a pure distributive bargaining scenario, that aimed to depict the real-life on-shot negotiations in which price is the only issue negotiated.

In situations like this, it no longer possible to create a win-win solution, as the win of one party will always be the loss of the other party. Hence, one should only be focused only on calming the value.

The company had two options. The first option was to buy the plant from Seltek, a small pharmaceutical company, which would allow for the immediate start of production. As we knew that the similar property in the neighbourhood was sold after being on the market for three year, we assumed that company might have problems with selling the property for an attractive price.

It was made at the lowest justifiable price that we could have found, which was the value of the insurance in case of a total loss.

That enabled us to favourably anchor the negotiations. Having said that, all offers made where supported by facts, which sometimes made them easier to accept and in consequence made the negotiation process smoother. On the other hand, by relying on facts too much, at one point we ended up arguing over valuation of the plant, instead of focusing on the concessions and reaching the deal.

What could have been done better was setting more ambitious target. Moreover, after the role play it was revealed that the other party BATNA was lower than our first offer.

Moreover, even though we decided to not to reveal our reservation point, it was not successful because by making a large concession we showed them that we have a lot of money to spend.

On the other hand, the strategy that did not work was an attempt to unbundle other issues by asking questions about interest. The other group was not clear about their intentions and we proclaimed wrong signals. At some point, we thought that they will insist on selling the factory as a package deal with the patent, which made us make higher concessions regarding the price of the plant, so that to avoid buying the patent.

Even though the strategy itself seems be highly effective in some cases, I would be careful when applying it. The other severe mistake we made in choosing the strategy was to not plan our concessions beforehand, which would give us more control over the process.

Another thigs to consider, would be the impact of our target, BATNA and first offers on the negotiation. We made the first.

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Biopharm - Seltek Negotiation Case

The second role play was a pure distributive bargaining scenario, that aimed to depict the real-life on-shot negotiations in which price is the only issue negotiated. In situations like this, it no longer possible to create a win-win solution, as the win of one party will always be the loss of the other party. Hence, one should only be focused only on calming the value. The company had two options. The first option was to buy the plant from Seltek, a small pharmaceutical company, which would allow for the immediate start of production. As we knew that the similar property in the neighbourhood was sold after being on the market for three year, we assumed that company might have problems with selling the property for an attractive price. It was made at the lowest justifiable price that we could have found, which was the value of the insurance in case of a total loss.

DIN 51605 PDF

Class 1 BiopharmSeltek (Mon)

Negotiations What is negotiation? Negotiation is a decision-making process by which two or more people agree how to allocate scarce resources. Debate Convince another party of the validity of your position or interest Give information away to another party. Del ray Beach, FL. This is the first time weve seen a robbery that was negotiated, police spokesman Mike Wright said. Police said the robbery started when a slim, 6-foot, unshaven customer walked into the Subway shop Monday.

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