Item Type:ArticleItem Status:Live ArchiveAbstractHow can an organization improve its negotiation skills? The following article aims to answer this question by investigating how, and why, an organization’s negotiation capability should be developed. We propose a four level model, in which the individual level (I) concerns how people interact at the negotiation table; the linkages level (II) concerns how different negotiations impact one another; the infrastructure level (III) concerns how an organization may organize its negotiation functions; and finally, the capability level (IV) concerns how negotiation can be the source of competitive advantage. Our framework opens the path for developing the understanding of this issue by presenting teaching resources and identifying a possible theoretical underpinning.
Why would customers make such an effort? “SAS customer champions certainly didn’t do it for rewards or prizes,” notes Lee, “a mistake many companies make with their customer advocates. Rather, they did these things because a) SAS software really was doing a terrific job, and b) getting the word out to their peers helped the customer champions build social capital. It increased their visibility in their professional community, put them in positions of leadership, and gave them access to insider industry information from SAS Canada that they could then share with other customers.”.
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A problem arising from this is a tendency, in marketing circles, to define consumers by their differences rather than by their similarities. A moment’s reflection reveals this to be fallacious. The fallacy is especially dangerous, it is argued, when applied to the identification of audiences for festivals and events.