NextWidget v. Fabricorp Power Comparison
Du kan finde denne storyboard i følgende artikler og ressourcer:
Sådan Forbereder du dig på en Forhandling
af Nathanael Okhuysen
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Storyboard Beskrivelse
Negotiating power example - Negotiation example
Storyboard Tekst
- Glide: 1
- MODERATELY STRONG
- The capacity to provide something the other side wants.
- We are established customers and can keep providing them revenue with no new costs and low effort.
- Glide: 2
- MODERATELY STRONG
- They can manufacture our widgets for us, without the hassle and risks of switching manufacturers.
- Glide: 3
- WEAK
- We could take our business elsewhere, but they could quickly find another customer to replace us.
- Glide: 4
- WEAK
- They could force us to find a new manufacturer which would slow widget production, but only temporarily.
- Glide: 5
- MODERATELY STRONG
- We have several viable alternatives including our BATNA, LocalMade.
- Glide: 6
- MODERATE
-
- Their services are in demand, but I'm not aware of a product that is equally profitable for them.
- Glide: 7
- MODERATELY STRONG
- We can point out we need to keep manufacturing costs down to maintain a positive bottom line, and we might deserve a discount for being conscientious customers.
- Glide: 8
- MODERATELY WEAK
- They could argue their margins are as slim as ours.
- Glide: 9
- WEAK
- We could try to organize with other Fabricorp customers to negotiate lower prices, but that would be difficult. If they really treat us unfairly we can be sure to tell people, but that's not something we can raise in the negotiation.
- Glide: 10
- VERY WEAK
- Most collective power they could leverage would involve illegal anti-competitive collusion or interference.
- Glide: 11
- MODERATE
- I'm a decent negotiator, but try a little too hard to please people. I do know the business very well though.
- Glide: 12
- STRONG
- Susan has a lot of experience negotiating and I always felt like she is in command of the conversation when we talk. She is extremely competent and knowledgeable.
- Glide: 0
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- The capacity to prevent the other side from getting something they want.
- The capacity to leave the negotiation.
- The capacity to sway the negotiation with arguments about fairness, or other normative values.
- The capacity to enhance or augment another type of power by reaching out to individuals or group outside the negotiation.
- The capacity to enhance another sort of power through personal qualities.
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