Which one of the following is not a dimension of the 3-D negotiation strategy? a. Identifying other potential transactions to avoid failure b. Finding the right negotiation and parties c. Solving inter-personal problems d. Creating deals that increase value
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Which one of the following is not a dimension of the 3-D negotiation strategy?
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- Create a 4-step negotiation strategy (using the 4Ps of negotiation) for negotiating the rental conditions of an Airbnb flat for a weekend rental in Dubai during off-peak hours. •A four-step, 200-word strategy is expected. please well define with important point.1- A salesperson starts calling up and inviting customers walking in the Mall to get inside his/her boutique and offer them smashing prices in certain commodities, however customers find out later after buying those commodities that they are expired and didn’t achieve its purpose. The negotiation process here is identified as …………………… A- Win Win B- Win Lose C- Lose Win D- Lose Lose 2- If you plan to buy a car to drive to work instead of commuting every day and started putting the plan theoretically to start saving money and take action later. This process of self-motivation is identified as……………………..: E- Desire A- Action directed behavior B- Goal C- Satisfying the need 3- Hypothetically speaking, if you got a job offer and on your first day at work, you noticed that your officemate is a very quiet person and is not warm in welcoming you and avoids socializing with you. Plus, the manager interrupted his work to do some other work and he reluctantly accepted without negotiating,…1.Which of the following was not listed as a typical bootstrapping technique?a. Coordinate procurement with other companiesb. Employ internsc. Reduce personal expendituresd. Purchasing rather than leasing facilities2.Which of the following was one of the most important intellectual property mistakes made by entrepreneurs?a. Not properly registering their internet domain namesb. Not using their intellectual property as part of their overall plan for successc. Not properly identifying all their intellectual propertyd. Not fully recognizing the value of their intellectual property3.Many entrepreneurs tackle the challenge of raising capital in a haphazard manner because:a. they are inexperienced in this area, and they are unsure of their options.b. they haven’t finished a feasibility study or a business plan yet.c. they are focused on the nuts and bolts of starting their business.d. they are cautious about raising money, and they haven't written a business plan.4.Typically, the seed money…
- Which of the following is NOT an input of the Contract Administrationprocess?A. Procurement management planB. Work Performance InformationC. Contract Management PlanD. Selected Sellers You are having lunch with one of your colleagues. He tells you in confidencethat he lied about having a PMP certification, and never actually passed theexam. What is the BEST way to handle this situation?A. Report the person to his managerB. Report the person to PMIC. Ask him to tell the truth to his managerD. Do nothing because you were told this in confidence Your team has recommended a change to the scope verification process.What’s the first thing you should do?A. Analyze the change versus the Project Management plan to see what its impact willbe.B. Implement the changeC. Write up a change requestD. Tell your team that the process has already been decided and they should follow it.You are the Chief Executive Officer for NeverEnding Tyres Inc. You have the responsibility to secure a new distribution center where you own over 1000 hectares of land near the intended distribution center. For you, this could result to ____ a. the usual decision making problems of cost versus benefitb. a wonderful, ethical opportunity to make profitc. an ethical opportunity to move the distribution center to your hometownd. a conflict of interestMr. Peter, of PM Enterprises, has an ice cream manufacturing facility located in downtownJohannesburg. Due to the covid-19 pandemic, his core supplier failed to deliver the contracted rawmaterials to the company. This has resulted in Mr. Peter searching for a core new supplier.In searching for a core new supplier, he needs assistance in improving his negotiations skills. Help Mr.Peter to understand how to better his negotiations skills by answering the following questions. Q.1. There are certain subjects that Mr. Peter must consider when negotiating with hissupplier. Explain any four subjects Mr. Peter must discuss with his supplier.
- Mr. Peter, of PM Enterprises, has an ice cream manufacturing facility located in downtownJohannesburg. Due to the covid-19 pandemic, his core supplier failed to deliver the contracted rawmaterials to the company. This has resulted in Mr. Peter searching for a core new supplier.In searching for a core new supplier, he needs assistance in improving his negotiations skills. Help Mr.Peter to understand how to better his negotiations skills by answering the following questions. Q.1 There are certain subjects that Mr. Peter must consider when negotiating with hissupplier. Explain below subjects Mr. Peter must discuss with his supplier. Price Services Quality Transport Cost analysesMartin is the manager of a electronic production factory. He has been working in this position for almost ten years. The factory management are happy with his work performance. He often has to travel to sell the factory’s products to dealers. Therefore, he has to negotiate the selling. To help he, please explain the practical concept for strategic model of negotiation that Martin should know to make himself successful. (Please provide examples).Prepare a proposal that covers the following: The logistics team decided that missing guaranteed deadlines and late delivery of goods and increase in the motor vehicles gas bill are identifiable control problems. You are asked to analyse (examine methodically and in detail the constitution or structure of (something, especially information), typically for purposes of explanation and interpretation.these issues and present your evaluation (the making of a judgment about the amount, number, or value of something; assessment.) of these, as well as present one resolution (a firm decision to do or not to do something) to each issue mentioned.
- Many fimrs benefit from strategic decision-making and tactical production planning to lower supply-chain costs and risks. As a member of an executive committe for a fast moniving consumer goods (FMCG) organisation, proposewhich type of decisions you will be involved in to ensure that there is a reduction in cost and mitigation of risks; A. competitors are associates in the TQM process B. Employee's commitment to continuos imporvoment is not an obligation C. TQM systems are driven by the goal of customer satisfaction D. Quality is not an important orgnaisations' activity.While overseeing a construction project, you discovered that one of the team members, on her own initiative, added extra windows to increase air circulation and light in the basement. The original plan did not include the cost of these extra windows, but the team member thought they were absolutely required due to poor air circulation and low light in the basement. This is an example of which of the following? O a. Exceeding customer expectations O b. Creative team member O c. Creating customer value O d. Scope creep O OThe Gray Ferrari I t all got started when Robert L. Johnson had dinner at Mr. K’s Chinese restaurant with Michael Jordan of the Washington Wizards and David Falk, the leading sports agent. When the discussion turned to cars, Johnson mentioned his interest in getting a Ferrari. Both Falk and Jordan recommended their respective dealers but Johnson found the going tough. Only a select number of Ferraris are made annually, and the automaker limits how many are sold through U.S. dealers to about 1,000 units. In practice, anyone placing an order would have to wait over two years for delivery for a car that would cost $200,000 to $300,000 depending on the model. A New Jersey dealer had a Ferrari available, but, at $300,000, Johnson felt the price was too high. Michael Jordan’s dealer had a 360 Modena available for $160,000. Although he bought it, it was not exactly what he had wanted because the Modena is not a convertible. Franco Nuschese, the owner of Georgetown’s…