This Project Has 3 Parts: Write 2 Pages Answer For Assignmen

This Project Has 3 Part1 Write 2 Pages Answer For Assignment 12 Wri

Assignment Question 1: Master negotiator Roger Dawson wrote an article for Harvard's Negotiation newsletter called "Secrets of Power Negotiating", from his best-selling book of the same name. His strong advice included the admonition "never say yes to the first offer". Think of an example when that would be good advice and also give an example when it's a bad idea.

Assignment Question 2: Assume you are shopping for a late model used car at a dealership. The salesperson approaches and asks how they may help you, what are you looking for etc. You respond by saying a reliable used car, nothing more. The salesperson asks, "how much can you spend?" How should you respond? From the attached article "How to Negotiate the Price of a Car" what's the most useful strategy to obtain a fair deal? (2-3 paragraphs will ordinarily suffice to answer these questions)

Discussion 1: Read the article in Week 1 Supporting Material: "Even at Megastores, Hagglers Find No Price Is Set in Stone" and the attached articles above. Negotiating strictly over price—sometimes referred to as "old-fashioned haggling"—is making a comeback. Usually reserved for flexible pricing regarding homes and cars, many "list price only" goods and services are now negotiable. Even furniture, appliances, electronics, and other medium to big-ticket items are now up for discussion. See what happens at Best Buy when you simply say you like an item, but the price is too high ... What previously non-negotiable items might be the subject of a bargain in your experience? How was the negotiation handled?

Paper For Above instruction

The advice “never say yes to the first offer,” as emphasized by Roger Dawson, is rooted in strategic negotiation tactics aimed at obtaining the best possible deal. An example where this advice would be beneficial is during salary negotiations for a new job. When an employer proposes an initial salary offer, accepting it immediately might mean missing out on a potentially higher compensation package. By delaying acceptance, the candidate signals their value and encourages the employer to improve the offer, aligning with Dawson’s strategy to negotiate from a position of leverage. In this context, not accepting the first offer enables the negotiator to gather more information, set the stage for favorable counteroffers, and ultimately secure a better deal.

Conversely, there are scenarios when declining the first offer may be a bad idea. For instance, in a situation where you are purchasing a pre-owned vehicle from a private seller, rejecting the initial price without credible justification might damage the relationship or stall negotiations altogether. If the seller’s offer is already fair based on market conditions, stubbornly refusing to accept it could cause the negotiation to fall apart prematurely. In such situations, a more pragmatic approach might be to accept the initial offer or negotiate a small concession, maintaining goodwill and facilitating a smooth transaction. Therefore, understanding the context and the relationship dynamics is crucial before deciding whether to follow Dawson’s advice strictly.

When negotiating for a used car at a dealership, the key is to avoid revealing your maximum budget upfront. Instead, responding to the question “how much can you spend?” with a vague or open-ended answer is strategic. For example, stating, “I am looking for a reliable vehicle within a fair market price,” keeps your flexibility intact. Based on the article "How to Negotiate the Price of a Car," a highly effective approach is to focus on the vehicle’s fair market value and leverage competitive offers if available. Strategies such as conducting thorough research on the car’s value, requesting the dealer to provide a detailed breakdown of costs, and using price comparison data from other dealerships can create leverage. Additionally, expressing willingness to walk away if the price isn’t right can pressure the seller to offer a better deal. These tactics involve a combination of research, patience, and assertiveness that can lead to securing a fair price without necessarily revealing your maximum willingness to pay upfront.

Negotiating over price has traditionally been viewed as a straightforward battleground, but recent developments show that flexibility and strategic conversations can lead to better outcomes. The evolution from rigid pricing to more negotiable terms extends to electronics and appliances, where stores like Best Buy are more willing to discount or throw in extras when approached correctly. This shift makes it possible for consumers to negotiate for items previously deemed non-negotiable such as warranties, delivery fees, or bundled services. In my personal experience, negotiating for added warranties or free accessories on electronics has been effective because the sales staff often have some discretion in offering these extras. Handling such negotiations generally involves politely expressing interest, highlighting competitive offers, and asking if better terms are available. This approach often results in added value without directly reducing the price, illustrating how strategic bargaining can benefit both parties.

References

• Fisher, R., & Ury, W. (1981). Getting to Yes: Negotiating Agreement Without Giving In. Penguin Books.
• Ghauri, P., & Fang, T. (2005). Negotiation, trust and relationship commitment: Exploring cultural and organizational influences. Journal of Business Research, 58(2), 209-217.
• Shell, G. R. (2006). Bargaining for Advantage: Negotiation Strategies for Reasonable People. Penguin.
• Carnevale, P. J., & Pruitt, D. G. (1992). Negotiation and Conflict Management. Annual Review of Psychology, 43, 531-582.
• Shell, G. R. (2018). Bargaining for Advantage: Negotiation Strategies for Reasonable People. Penguin Books.
• Harvard Law School Program on Negotiation. (2020). Negotiation: Strategies for Mutual Gain. Harvard Negotiation Newsletter.
• Thompson, L. (2015). The Mind and Heart of the Negotiator. Pearson.
• Ury, W. (1991). Getting Past No: Negotiating in Difficult Situations. Bantam Books.
• Fisher, R., & Brown, M. (1988). Getting Together: Building Relationships As We Negotiate. Penguin.
• Bazerman, M. H., & Neale, M. A. (1992). Negotiating Rationally. Free Press.