By Melanie Billings-Yun
Compliment for past Dealmaking"Every power rainmaker and savvy competitor wishes Melanie Billings-Yun's take hold of approach for negotiation. you are going to by no means need to look for leads back. I hugely suggest this book."—Jeffrey J. Fox, writer, the way to Be a Rainmaker, Rain, and the way to Be a Fierce Competitor"Stepping again from the main points of the deal, past Dealmaking specializes in the larger picture—engaging humans to interact in an real solution to get to the bottom of concerns. Dr. Billings-Yun's available process deals negotiators greater than simply how one can 'get to certain' yet, extra importantly, the right way to remain there."—Carol Frohlinger, coauthor, Her position on the desk: A Woman's consultant to Negotiating 5 Key demanding situations to management good fortune, and co-founder of Negotiating ladies, Inc."The thoughts recommended in past Dealmaking are spot on, really for worldwide negotiations and joint ventures reminiscent of ones I frequently handled in mergers and acquisitions. realization to effective relationships is one point that always crosses cultures and geographies. Dr. Billings-Yun captures the essence of a sophisticated subject concisely, with concrete examples that carry it to lifestyles and a conversational tone that makes it a leisurely read."—Jacqui Winship, director, company technique and enterprise improvement, Whirlpool Corporation"Melanie Billings-Yun has produced an cutting edge, clean method of negotiation in accordance with her years of sensible event all over the world. She treats negotiation as an on-going strategy that varieties the middle of a winning courting, no longer as only a free-standing transaction. past Dealmaking takes us past 'yes' to construct one of these belief that guarantees success."—Stephen Bosworth, dean, The Fletcher college of legislation and international relations, Tufts University"Finally, a clear-eyed how-to publication that knows that negotiation is not only approximately phrases, yet approximately humans. past Dealmaking indicates us how you can make lasting agreements in keeping with knowing, equity, and appreciate. full of attention-grabbing tales of negotiations of each variety, this can be a publication that everybody can research from to enhance their paintings and their lives—and perhaps even ease the load on our overloaded courts."—Betty Roberts, arbitrator, mediator, and previous Oregon superb court docket Justice "I am overjoyed to work out a thought of and sustainable method of negotiation that knows that activities, phrases, and equity have an effect that keeps some distance past the signing of a deal."—Edward C. Prescott, Ph.D., professor, and winner of the Nobel Prize for Economics
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Additional resources for Beyond Dealmaking: Five Steps to Negotiating Profitable Relationships
The first two stages fall directly within the realm of negotiation, so let’s spend a little more time considering them. Process Fairness A former client of mine, the ‘‘Tan family,’’ owned and operated a company that provided cleaning and food services for a major airline. The airline was a $20 billion public company making over $1 billion a year in profits. The Tans were one of several vendors who serviced its planes between flights. Although they made a tidy 37 38 Beyond Dealmaking income for a small family business—around a quarter of a million dollars a year—clearly there was a significant disparity in power and resources between the buyer and seller.
Elated at her new, exciting job, and higher salary, Beth threw herself into her work, putting in long hours on nights and weekends and quickly earning a reputation as an incisive researcher and analyst, sought after by project leaders. Simultaneously, she became close friends with the HR director, a woman a few years older than Beth with whom she would attend concerts and plays from time to time. When Beth’s year-end review and salary discussion rolled around, the HR director called her into her office.
The airline was a $20 billion public company making over $1 billion a year in profits. The Tans were one of several vendors who serviced its planes between flights. Although they made a tidy 37 38 Beyond Dealmaking income for a small family business—around a quarter of a million dollars a year—clearly there was a significant disparity in power and resources between the buyer and seller. This power disparity regularly spilled over into the negotiation process. ’’ At first the Tans were so excited to have this blue-ribbon customer that they brushed off the airline’s aggressive style as just the way big companies talk.