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subject negotiation skills

Case Study #1: Do your homework Ben Koeneker knew the odds were stacked against him. Then the head of business development for a midsize Midwest telecom company, he was trying to convince Siemens, the multibillion-dollar electronics conglomerate, to give his firm an exclusive distribution contract for a new business communications product. At the time, his $28 million company was known more for refurbishing than distribution. "We were tiny," he says. We were the ant shouting at the elephant." Koeneker did copious ambunts of research prior to sitting down at the table. He researched Siemens products and why their current channels of distribution weren't working well. He also made sure he knew that his own company could deliver on every level, preparing counterarguments for any doubts that might arise. "I knew we couldn't pretend we could do something we couldn't do," he says. When the negotiations began, he emphasized the pros of his company's distribution model, rather than the cons he felt currently existed in Siemens' current method. "If you spend too much time talking about the negatives, you're basically telling them that they're doing their business wrong." He also pointed out that signing with his firm would free up money to devote to marketing, which he knew from his research was something that Siemens wanted. business wrong." He also pointed out that signing with his firm would free up money to devote to marketing, which he knew from his research was something that Siemens wanted. A turning point came when a senior Siemens executive said that while he was impressed with the proposal, he wondered if Koeneker's company could scale effectively if the product line took off. Two rivals to Koeneker's firm, the executive said, were bigger and could more easily handle growth. "I turned to him and said, 'Are those two companies interested in distributing your product at this time?' Koeneker says. "I already knew the answer from my research that those companies had turned them down." He followed up by adding that while his firm was small, it was better thought of as boutique," with the unique ability to focus completely on the Siemens brand. Shortly after, they inked the contract. Discuss Discuss the type of power that was evident in your case, how did you reach that conclusion? To what extent you think that the involved party gained and handled this power? What do you suggest otherwise