This Personal Action Plan by Ms. Melissa Hodges of the Red McCombs School of Business, University of Texas at Austin, is a good demonstration of our thesis that students can learn as much from each other as they can from college professors.
The 1981 policies of the French government under President Mitterrand included nationalizing banks and industry, increasing spending substantially, and implementing various social reforms like raising minimum wage and family allowances. This led to a tripling of the deficit and 50% increase in the national debt as well as high inflation that required currency devaluations in 1981-1983. French politics has traditionally been dominated by graduates of the elite ENA school and characterized by technocratic rule with reforms decided by a small group rather than power sharing.
The document discusses various sources and types of conflict that can occur between individuals and within organizations. It provides strategies for resolving conflict, including avoiding confrontation, compromising to find a middle ground, and collaborating to find a mutually agreeable solution where all parties achieve their basic goals. The best approaches aim to recognize the legitimate needs of all parties and promote mutual understanding through open communication and cooperation.
1) The document discusses the author's job interview process with SAP Value Engineering (VE) in India. It analyzes the interview as a negotiation using the 4-step method.
2) In preparing, the author's objectives were to learn about the group and get a job, while SAP's was to find the best candidates. The author gathered information on SAP and was willing to compromise on salary for growth and work-life balance.
3) The author planned to use a rational, flexible, and low-pressure strategy to showcase their qualifications and gather information, while keeping withdrawal as an option.
This Personal Action Plan by Ms. Melissa Hodges of the Red McCombs School of Business, University of Texas at Austin, is a good demonstration of our thesis that students can learn as much from each other as they can from college professors.
The 1981 policies of the French government under President Mitterrand included nationalizing banks and industry, increasing spending substantially, and implementing various social reforms like raising minimum wage and family allowances. This led to a tripling of the deficit and 50% increase in the national debt as well as high inflation that required currency devaluations in 1981-1983. French politics has traditionally been dominated by graduates of the elite ENA school and characterized by technocratic rule with reforms decided by a small group rather than power sharing.
The document discusses various sources and types of conflict that can occur between individuals and within organizations. It provides strategies for resolving conflict, including avoiding confrontation, compromising to find a middle ground, and collaborating to find a mutually agreeable solution where all parties achieve their basic goals. The best approaches aim to recognize the legitimate needs of all parties and promote mutual understanding through open communication and cooperation.
1) The document discusses the author's job interview process with SAP Value Engineering (VE) in India. It analyzes the interview as a negotiation using the 4-step method.
2) In preparing, the author's objectives were to learn about the group and get a job, while SAP's was to find the best candidates. The author gathered information on SAP and was willing to compromise on salary for growth and work-life balance.
3) The author planned to use a rational, flexible, and low-pressure strategy to showcase their qualifications and gather information, while keeping withdrawal as an option.
This document outlines a research project examining risk management in Central and Eastern Europe. The project will survey how risk management is perceived and practiced in the region, identify emerging risks, and measure progress on compliance. It will involve an online survey, interviews with risk experts, and case studies of multinational and local companies in Poland, Hungary, Czech Republic and Slovakia across several industries. The timeline runs from early 2013 through early 2014.
This document outlines the sales process and how to use need satisfaction to be effective. It discusses three phases: need development where the salesperson asks questions to understand customer needs, need awareness where the salesperson helps the customer recognize their needs, and need fulfillment where the salesperson demonstrates how their product meets those needs. Key techniques include using questions to control the interview, developing feature-benefit tables to match product attributes to customer benefits, and handling objections by getting the customer to answer their own concerns. The overall approach is to thoroughly understand customer needs before making positive statements about the product in order to ensure it truly meets their requirements.
This document discusses tactics for influencing buyers during the sales process. It outlines techniques like overcoming homeostasis by exploring a buyer's needs and problems. Summation is described as presenting sales points repeatedly over time or in different ways to increase their impact. The document also covers analyzing a buyer's reactions, dealing with resistance through understanding its psychological or logical roots, and using suggestion by focusing on benefits and indirect or positive wording. The overall aim is to help salespeople effectively navigate interactions with buyers.
The photos on the first and last pages of this slideshow were provided by a former member of the Chasseurs Alpins (French Mountain Troops) who took an MBA at ESCP Europe.
The purchasing model document outlines a process for planning and taking action when making purchasing decisions. It involves assessing needs, scanning the market to identify potential suppliers, defining sourcing benchmarks, issuing requests for information/proposals/quotations, negotiating contracts using a four step method, and reviewing supplier performance against the contract. The overall goal is to reduce costs while ensuring reliability, quality, value, and compliance in purchases.
The document discusses different negotiation styles such as positional bargaining, principled negotiation, and integrative bargaining. It also mentions academic research on how the value of "no" in a negotiation depends on one's best alternative if an agreement cannot be reached. Finally, it notes the importance of negotiation training to help people plan negotiations, improve strategies and tactics, and enhance outcomes.
The document summarizes the results of the author's MoDI test. The test found that the author overscored in Persuade and Compromise styles, and under-scored in Engage, Accommodate, and Collaborate styles. This shows the author's main problem is flexibility - they insist too strongly on their own views before accepting others', making them seen as uncooperative. However, their Compete score was on target, likely because they respect decisions and do their fair share of work. The last three styles - Avoid, Compete, and Bargain - fell within the agreed upon average range.
Doing business in Central and Eastern Europe presents challenges and risks for Western companies due to the legacy of Soviet rule and transition to capitalism. The paper discusses how Soviet rule from 1945 to 1989 shaped interpersonal relations and organizational culture in the region, making the Western model difficult to directly apply. It also notes the risks are exacerbated by issues like nepotism, corruption, weak regulation and an inadequate legal system left over from the transition from communism. The paper provides practical advice on communication and negotiation styles needed to successfully do business in Central and Eastern Europe.
The document contains two personal action plans for improving negotiation skills. The first plan identifies current strong skills such as observing and questioning, and areas for improvement like preparing and considering the opposition's objectives. Goals include analyzing more information, listening more, and being less aggressive. Resources listed are applying techniques learned in school and practicing during activities. The second plan also identifies current strong skills like exchanging information and summarizing. Goals are packaging offers to match needs, using roles flexibly, and improving team negotiations. Resources include creativity, observing others, and applying team sports techniques. Both plans provide action steps to work on weaknesses over periods of 1 to 6 months through practice and observing reactions.
Martin Scofield, VP of HR at Construx Plc, needs to replace the project manager of a construction project in Benghazi, Libya after he was injured. Owen Goodall, head of talent management, recommends Francis Granger for the position. Granger has experience with overseas projects and a strong track record. However, Goodall mentions Granger seems preoccupied lately. Scofield informs Granger of the assignment but Granger seems reluctant and asks for more time to consider. Granger later tells Scofield a family problem has come up since he returned from his last overseas assignment that makes it difficult for him to leave the UK currently.
Gregory A. Miezelis was a native of Covina, California who moved to France in the early 1970s. He began working at Ecole des Affaires de Paris where he delivered intercultural negotiation training sessions, making him a pioneer in both the subject and method in France. In the mid-1980s, Leslie Shaw began working with Greg and together they developed the Negotiation Bootcamp. The Bootcamp has since been delivered to many thousands of clients globally and established Greg as an innovative trainer and intellectual, in addition to being a skilled classical guitar player. He passed away in 2011 but his spirit lives on in the Negotiation Bootcamp.
The document describes a worked example problem of calculating the work done to lift a 30kg bucket 150m from a well. It provides the steps of identifying the gravitational force as mg directed downward, the upward displacement as the depth h, and calculates the work done by gravity as the negative of the force times displacement, -mgh. It then notes that the man lifting must exert an equal and opposite force f to balance gravity, so the work done by the man is calculated as mgh, equaling 4.415 x 104 Joules.
Stereotypes strongly influence human behavior according to studies. People behave in line with stereotypes, such as acting more slowly in front of the elderly or mimicking the "dumb blonde" stereotype. Researchers also found that superstition may have evolved to be advantageous because interpreting potential threats as real dangers could help with survival, even if some beliefs are not effective. Sustainable development emerged in reaction to short-term profit seeking and emphasizes meeting current needs without compromising the future, requiring corporate performance to be judged on more than just financial results.
Implementing best HR practices such as empowerment, clear career paths, work-life balance, and social events can increase productivity, reduce staff turnover, raise profits, and facilitate change for a company. A happy and respected workforce is a company's key asset and ensures it will attract and retain talent. Communication, talent development, values, work-life balance, social events, and corporate social responsibility were highlighted as important dimensions of building a high trust workplace culture across different industries and companies.
The document discusses various responsibilities and ethical issues related to business. It covers the responsibilities of boards of directors in management, planning and legal compliance. It also discusses the legal responsibilities of boards including safeguarding assets, reporting and meeting obligations. Further sections outline the moral responsibilities of businesses and various ethical issues that can arise in areas like corporate governance, finance, human resources, marketing, production and global operations. It also discusses increased compliance pressures from scrutiny, visibility and public skepticism. Steps to mitigate risk through codes of conduct for employees and suppliers are proposed.
The document discusses the importance of communication in the workplace. It notes that the failure to communicate is a major source of confusion and conflict. Effective communication requires honesty, mutual understanding and respect between parties. Barriers to communication like failing to listen or respond can inhibit understanding. The document provides tips for improving communication skills like speaking, listening, and interacting in groups. It also explores how technology is changing how people communicate at work.
This document outlines factors that drive planned organizational change, both internally such as growth or culture, and externally such as competition, technology, or legislation. It also describes a 4-step process for planned change: 1) diagnose the system and issues, 2) analyze possibilities and limitations, 3) plan the change by initiating and maintaining it, 4) implement and evaluate the change by replanning if needed. Finally, it discusses using force field analysis to understand forces for and against change, and the planned change process of scouting the system, entering to diagnose issues, planning and acting on the change, and evaluating and terminating the consultant's involvement.
This document discusses several topics related to organizational behavior including:
- Key figures who contributed to the field such as Elton Mayo, Doug McGregor, and F.W. Taylor
- The benefits of studying organizational behavior to understand, predict, and influence organizational events
- Common OB practices like job satisfaction, productivity, and deviance that can be dependent variables
- Models for understanding motivation, behavior, decision-making, emotions, personality, and more
- Changing trends in the workplace like globalization, diversity, virtual teams, and the needs of Generation X employees
This document outlines a research project examining risk management in Central and Eastern Europe. The project will survey how risk management is perceived and practiced in the region, identify emerging risks, and measure progress on compliance. It will involve an online survey, interviews with risk experts, and case studies of multinational and local companies in Poland, Hungary, Czech Republic and Slovakia across several industries. The timeline runs from early 2013 through early 2014.
This document outlines the sales process and how to use need satisfaction to be effective. It discusses three phases: need development where the salesperson asks questions to understand customer needs, need awareness where the salesperson helps the customer recognize their needs, and need fulfillment where the salesperson demonstrates how their product meets those needs. Key techniques include using questions to control the interview, developing feature-benefit tables to match product attributes to customer benefits, and handling objections by getting the customer to answer their own concerns. The overall approach is to thoroughly understand customer needs before making positive statements about the product in order to ensure it truly meets their requirements.
This document discusses tactics for influencing buyers during the sales process. It outlines techniques like overcoming homeostasis by exploring a buyer's needs and problems. Summation is described as presenting sales points repeatedly over time or in different ways to increase their impact. The document also covers analyzing a buyer's reactions, dealing with resistance through understanding its psychological or logical roots, and using suggestion by focusing on benefits and indirect or positive wording. The overall aim is to help salespeople effectively navigate interactions with buyers.
The photos on the first and last pages of this slideshow were provided by a former member of the Chasseurs Alpins (French Mountain Troops) who took an MBA at ESCP Europe.
The purchasing model document outlines a process for planning and taking action when making purchasing decisions. It involves assessing needs, scanning the market to identify potential suppliers, defining sourcing benchmarks, issuing requests for information/proposals/quotations, negotiating contracts using a four step method, and reviewing supplier performance against the contract. The overall goal is to reduce costs while ensuring reliability, quality, value, and compliance in purchases.
The document discusses different negotiation styles such as positional bargaining, principled negotiation, and integrative bargaining. It also mentions academic research on how the value of "no" in a negotiation depends on one's best alternative if an agreement cannot be reached. Finally, it notes the importance of negotiation training to help people plan negotiations, improve strategies and tactics, and enhance outcomes.
The document summarizes the results of the author's MoDI test. The test found that the author overscored in Persuade and Compromise styles, and under-scored in Engage, Accommodate, and Collaborate styles. This shows the author's main problem is flexibility - they insist too strongly on their own views before accepting others', making them seen as uncooperative. However, their Compete score was on target, likely because they respect decisions and do their fair share of work. The last three styles - Avoid, Compete, and Bargain - fell within the agreed upon average range.
Doing business in Central and Eastern Europe presents challenges and risks for Western companies due to the legacy of Soviet rule and transition to capitalism. The paper discusses how Soviet rule from 1945 to 1989 shaped interpersonal relations and organizational culture in the region, making the Western model difficult to directly apply. It also notes the risks are exacerbated by issues like nepotism, corruption, weak regulation and an inadequate legal system left over from the transition from communism. The paper provides practical advice on communication and negotiation styles needed to successfully do business in Central and Eastern Europe.
The document contains two personal action plans for improving negotiation skills. The first plan identifies current strong skills such as observing and questioning, and areas for improvement like preparing and considering the opposition's objectives. Goals include analyzing more information, listening more, and being less aggressive. Resources listed are applying techniques learned in school and practicing during activities. The second plan also identifies current strong skills like exchanging information and summarizing. Goals are packaging offers to match needs, using roles flexibly, and improving team negotiations. Resources include creativity, observing others, and applying team sports techniques. Both plans provide action steps to work on weaknesses over periods of 1 to 6 months through practice and observing reactions.
Martin Scofield, VP of HR at Construx Plc, needs to replace the project manager of a construction project in Benghazi, Libya after he was injured. Owen Goodall, head of talent management, recommends Francis Granger for the position. Granger has experience with overseas projects and a strong track record. However, Goodall mentions Granger seems preoccupied lately. Scofield informs Granger of the assignment but Granger seems reluctant and asks for more time to consider. Granger later tells Scofield a family problem has come up since he returned from his last overseas assignment that makes it difficult for him to leave the UK currently.
Gregory A. Miezelis was a native of Covina, California who moved to France in the early 1970s. He began working at Ecole des Affaires de Paris where he delivered intercultural negotiation training sessions, making him a pioneer in both the subject and method in France. In the mid-1980s, Leslie Shaw began working with Greg and together they developed the Negotiation Bootcamp. The Bootcamp has since been delivered to many thousands of clients globally and established Greg as an innovative trainer and intellectual, in addition to being a skilled classical guitar player. He passed away in 2011 but his spirit lives on in the Negotiation Bootcamp.
The document describes a worked example problem of calculating the work done to lift a 30kg bucket 150m from a well. It provides the steps of identifying the gravitational force as mg directed downward, the upward displacement as the depth h, and calculates the work done by gravity as the negative of the force times displacement, -mgh. It then notes that the man lifting must exert an equal and opposite force f to balance gravity, so the work done by the man is calculated as mgh, equaling 4.415 x 104 Joules.
Stereotypes strongly influence human behavior according to studies. People behave in line with stereotypes, such as acting more slowly in front of the elderly or mimicking the "dumb blonde" stereotype. Researchers also found that superstition may have evolved to be advantageous because interpreting potential threats as real dangers could help with survival, even if some beliefs are not effective. Sustainable development emerged in reaction to short-term profit seeking and emphasizes meeting current needs without compromising the future, requiring corporate performance to be judged on more than just financial results.
Implementing best HR practices such as empowerment, clear career paths, work-life balance, and social events can increase productivity, reduce staff turnover, raise profits, and facilitate change for a company. A happy and respected workforce is a company's key asset and ensures it will attract and retain talent. Communication, talent development, values, work-life balance, social events, and corporate social responsibility were highlighted as important dimensions of building a high trust workplace culture across different industries and companies.
The document discusses various responsibilities and ethical issues related to business. It covers the responsibilities of boards of directors in management, planning and legal compliance. It also discusses the legal responsibilities of boards including safeguarding assets, reporting and meeting obligations. Further sections outline the moral responsibilities of businesses and various ethical issues that can arise in areas like corporate governance, finance, human resources, marketing, production and global operations. It also discusses increased compliance pressures from scrutiny, visibility and public skepticism. Steps to mitigate risk through codes of conduct for employees and suppliers are proposed.
The document discusses the importance of communication in the workplace. It notes that the failure to communicate is a major source of confusion and conflict. Effective communication requires honesty, mutual understanding and respect between parties. Barriers to communication like failing to listen or respond can inhibit understanding. The document provides tips for improving communication skills like speaking, listening, and interacting in groups. It also explores how technology is changing how people communicate at work.
This document outlines factors that drive planned organizational change, both internally such as growth or culture, and externally such as competition, technology, or legislation. It also describes a 4-step process for planned change: 1) diagnose the system and issues, 2) analyze possibilities and limitations, 3) plan the change by initiating and maintaining it, 4) implement and evaluate the change by replanning if needed. Finally, it discusses using force field analysis to understand forces for and against change, and the planned change process of scouting the system, entering to diagnose issues, planning and acting on the change, and evaluating and terminating the consultant's involvement.
This document discusses several topics related to organizational behavior including:
- Key figures who contributed to the field such as Elton Mayo, Doug McGregor, and F.W. Taylor
- The benefits of studying organizational behavior to understand, predict, and influence organizational events
- Common OB practices like job satisfaction, productivity, and deviance that can be dependent variables
- Models for understanding motivation, behavior, decision-making, emotions, personality, and more
- Changing trends in the workplace like globalization, diversity, virtual teams, and the needs of Generation X employees
This document discusses rational thought, science, and pseudoscience. It defines the key features of scientific theories as being empirical, allowing for controlled testing to validate theories, and being able to integrate new facts. Pseudoscientific theories are described as being non-empirical, impossible to test, and static. Several popular pseudoscientific examples are listed, including astrology, homeopathy, and the Myers-Briggs Type Indicator personality test. The origins and problems with the Myers-Briggs test are then outlined.
This document summarizes SIAC Construction's experience working on a highway construction project in Poland from 2010 to 2013. It describes how SIAC was awarded a €400m contract by PBG to build 35km of highway. However, they encountered issues with concrete specifications and delays getting approvals that caused costs to rise. Local authorities also blocked access roads, hurting progress. The project's financial problems led PBG and eventually SIAC to declare bankruptcy. Other contractors like SISK, Roadbridge, and Alpine Bau had similar difficulties with the Polish road authority GDDKiA, which was described as not providing needed information, refusing to discuss issues, and withholding payments.
This document discusses cultural differences between France and Germany that have led to conflicts at Airbus and its parent company EADS. When EADS was formed through a merger, measures were implemented to manage cultural issues, such as having dual executive presidents from each country and conducting business in English. However, clashes have still occurred due to differing concepts of collaboration, leadership styles, and educational systems between the two countries. An interview with EADS CEO Louis Gallois acknowledges the challenges of dual control but argues the future must be more European and hopes national conflicts do not intensify.
The Negotiation Bootcamp was created in 1986 at the EAP European School of Management in Paris to train corporate clients. It gained popularity throughout the 1990s as it was delivered to hundreds of executives at companies like Alcatel. In 2000, the program began being offered to MBA and Master's students. It has since become the most popular class at ESCP Europe with high satisfaction ratings. Over the years, the Bootcamp team has expanded and the program has been delivered around the world, training over 20,000 people via practical role-playing exercises rather than lectures.
The airline industry has undergone significant changes to business models in recent years. Key changes include increased alliances between airlines to expand networks without buying more planes, moving to profitability in the winter season, increased direct online sales and price transparency, shifting frequent flyer programs to be based on ticket cost rather than miles flown, advanced revenue management techniques with up to 200 variable prices per route, and growing ancillary revenue streams like baggage fees and onboard WiFi. Airlines also closely monitor key performance indicators daily to maximize efficiency and on-time performance. Going forward, airlines will continue optimizing operations through new management technologies and business model transformation.
This document discusses Fénelon and his Christian agrarianism philosophy as expressed through his works Directions for the Conscience of a King and Telemachus. It summarizes the political and economic context of France under King Louis XIV, including wars, famines, and the dominant philosophies of raison d'état, Machiavelli, Hobbes, and mercantilism. Fénelon's writings promoted ideals of justice, natural law, personal morality, limited government expenditure and taxation, and an agrarian utopia with a benevolent king, virtuous citizens living in brotherhood, and world peace through a federation of nations.
This document discusses the business environment and culture of Central and Eastern European countries from 1945 to 1989, including the annihilation of private enterprise, aversion to risk, isolation, lack of organizational initiative and survival strategies. It also covers the transition to capitalism, case studies, advice for foreign companies such as understanding local culture and hiring local partners and managers, and lists round table participants on the topic.
Conseils pour Les Jeunes | Conseils de La Vie| Conseil de La JeunesseOscar Smith
Besoin des conseils pour les Jeunes ? Le document suivant est plein des conseils de la Vie ! C’est vraiment un document conseil de la jeunesse que tout jeune devrait consulter.
Voir version video:
➡https://youtu.be/7ED4uTW0x1I
Sur la chaine:👇
👉https://youtube.com/@kbgestiondeprojets
Aimeriez-vous donc…
-réussir quand on est jeune ?
-avoir de meilleurs conseils pour réussir jeune ?
- qu’on vous offre des conseils de la vie ?
Ce document est une ressource qui met en évidence deux obstacles qui empêchent les jeunes de mener une vie épanouie : l'inaction et le pessimisme.
1) Découvrez comment l'inaction, c'est-à-dire le fait de ne pas agir ou d'agir alors qu'on le devrait ou qu'on est censé le faire, est un obstacle à une vie épanouie ;
> Comment l'inaction affecte-t-elle l'avenir du jeune ? Que devraient plutôt faire les jeunes pour se racheter et récupérer ce qui leur appartient ? A découvrir dans le document ;
2) Le pessimisme, c'est douter de tout ! Les jeunes doutent que la génération plus âgée ne soit jamais orientée vers la bonne volonté. Les jeunes se sentent toujours mal à l'aise face à la ruse et la volonté politique de la génération plus âgée ! Cet état de doute extrême empêche les jeunes de découvrir les opportunités offertes par les politiques et les dispositifs en faveur de la jeunesse. Voulez-vous en savoir plus sur ces opportunités que la plupart des jeunes ne découvrent pas à cause de leur pessimisme ? Consultez cette ressource gratuite et profitez-en !
En rapport avec les " conseils pour les jeunes, " cette ressource peut aussi aider les internautes cherchant :
➡les conseils pratiques pour les jeunes
➡conseils pour réussir
➡jeune investisseur conseil
➡comment investir son argent quand on est jeune
➡conseils d'écriture jeunes auteurs
➡conseils pour les jeunes auteurs
➡comment aller vers les jeunes
➡conseil des jeunes citoyens
➡les conseils municipaux des jeunes
➡conseils municipaux des jeunes
➡conseil des jeunes en mairie
➡qui sont les jeunes
➡projet pour les jeunes
➡conseil des jeunes paris
➡infos pour les jeunes
➡conseils pour les jeunes
➡Quels sont les bienfaits de la jeunesse ?
➡Quels sont les 3 qualités de la jeunesse ?
➡Comment gérer les problèmes des adolescents ?
➡les conseils de jeunes
➡guide de conseils de jeunes
Impact des Critères Environnementaux, Sociaux et de Gouvernance (ESG) sur les...mrelmejri
J'ai réalisé ce projet pour obtenir mon diplôme en licence en sciences de gestion, spécialité management, à l'ISCAE Manouba. Au cours de mon stage chez Attijari Bank, j'ai été particulièrement intéressé par l'impact des critères Environnementaux, Sociaux et de Gouvernance (ESG) sur les décisions d'investissement dans le secteur bancaire. Cette étude explore comment ces critères influencent les stratégies et les choix d'investissement des banques.
M2i Webinar - « Participation Financière Obligatoire » et CPF : une opportuni...M2i Formation
Suite à l'entrée en vigueur de la « Participation Financière Obligatoire » le 2 mai dernier, les règles du jeu ont changé !
Pour les entreprises, cette révolution du dispositif est l'occasion de revoir sa stratégie de formation pour co-construire avec ses salariés un plan de formation alliant performance de l'organisation et engagement des équipes.
Au cours de ce webinar de 20 minutes, co-animé avec la Caisse des Dépôts et Consignations, découvrez tous les détails actualisés sur les dotations et les exonérations, les meilleures pratiques, et comment maximiser les avantages pour les entreprises et leurs salariés.
Au programme :
- Principe et détails de la « Participation Financière Obligatoire » entrée en vigueur
- La dotation : une opportunité à saisir pour co-construire sa stratégie de formation
- Mise en pratique : comment doter ?
- Quelles incidences pour les titulaires ?
Webinar exclusif animé à distance en coanimation avec la CDC
Cours de conjugaison des verbes du premier, deuxième et troisième groupe
Negotiation Bootcamp Assignment FR
1. Achat d’une voiture d’occasion
Analyse d’une négociation à travers le « 4-Step Method »
L’an dernier, j’étais à la recherche d’une nouvelle voiture. Mes parents étaient d’accord de
payer la moitié. Par conséquent, je ne voulais pas d’une voiture trop chère puisque je n’avais
pas encore de revenus fixe, étant étudiante. J’ai trouvé une Mini Cooper à vendre, année
2008, diesel, 90,000km, sur le Bon Coin. La voiture se situait à 2h de chez moi, et le
particulier en voulait 9,000€. Selon l’année et le nombre de kilomètres, cette voiture était
estimée à 8,300€ selon la cote Argus. Ainsi, je savais que j’étais en position de force pour
négocier. Par ailleurs, j’avais un budget de 8,000€ que je ne voulais pas dépasser.
Si je me réfère au « 4-Step Method », la première étape Prepare étant celle de la
préparation, nous étions plutôt bien préparés. L’objectif était clair, nous ne voulions pas
monter au-delà du prix de l’Argus (8.300€). Après avoir eu quelques informations
supplémentaires de la part du vendeur lors de l’entretien téléphonique celui-ci nous a fait
comprendre qu’il était pressé de vendre sa voiture car il devait récupérer sa nouvelle voiture
en concession automobile. Nous supposions que nous avions une marge de manœuvre plus
grande pour négocier le prix à la baisse. Cependant, nous savions qu’il allait falloir paraître
convaincants et rationnels. Nous avions bien compris qu’il voulait vendre cette voiture le
plus rapidement possible. De notre côté, il nous était possible de faire des concessions et
d’augmenter notre proposition d’offre si tous les équipements et l’aspect esthétique de la
voiture étaient en excellent état.
Maintenant, nous allons nous référer à la seconde étape du « 4-Step Method », Arguing ou
argumenter. Suite à l’entretien téléphonique que nous avons eu avec le propriétaire du
véhicule, nous nous sommes rendus à son domicile, à deux heures de chez nous. Le vendeur
était bien conscient que si nous avions fait tant de route c’est parce que la voiture nous
intéressait. Naturellement, nous nous présentâmes mutuellement, et commençâmes à
parler de la voiture. Nous avons vite sympathisé avec le vendeur ce qui instaura un climat de
confiance. Nous avons essayé la voiture et testé tous les équipements. Il ne semblait y avoir
aucun problème particulier. Suite à cela, nous échangeâmes quelques informations, le
vendeur nous expliqua que tous les contrôles avaient été effectués. Mais mon père et moi
cherchions à découvrir des indices (clues). Mon père avait remarqué que les pneus étaient
un peu usés. Aussi, nous avions remarqués quelques micro-rayures ainsi que quelques petits
accros sur la jante avant droite. Le vendeur avait bien reçu nos signaux. Il était clair que nous
pouvions négocier le prix de la voiture. Mon père demanda aussi si d’autres personnes
étaient également intéressées et si elles avaient déjà vu la voiture. Le vendeur nous répondit
que plusieurs personnes avaient déjà vu la voiture. Cependant, nous avions remarqué que la
voiture était en ligne sur le « Bon Coin » depuis plus d’un mois ce qui voulait dire que nous
avions une chance. Nous expliquâmes au vendeur que nous avions repéré une autre Mini
Cooper plus récente, avec toit ouvrant et d’autres options au même prix que la sienne. Le
vendeur aussitôt nous proposa de négocier puisqu’il avait mentionné sur l’annonce que le
prix était négociable.
2. Nous en venons donc à la partie Proposing (soit proposer) qui correspond à la troisième
étape du 4-step Method. Nous commençâmes à récapituler et lier tous les enjeux et
problèmes. Nous avions amené une copie de l’Argus qui mentionnait que la voiture coutait
8.300€. Le vendeur rétorqua aussitôt que sa voiture était en excellent état d’où son prix de
vente plus élevé que celui de l’Argus. Nous commençâmes à faire une proposition. Mon père
lui expliqua que je ne pouvais pas payer le prix initial en tant qu’étudiante. Je commençai
donc à proposer 7.800€ afin de voir comment le vendeur allait réagir et pour ensuite avoir
l’impression de faire des concessions. En effet, je préférais faire une offre basse afin d’avoir
une base de négociation plus favorable. Nous observions et attendions des signaux.
Evidemment, il refusa catégoriquement de me vendre la voiture pour ce prix-là.
Il m’expliqua que c’était trop bas, ce que je comprenais bien car celui-ci comptait sur le
montant de cette vente pour acheter sa voiture neuve. Mais je voulais savoir et tester
combien de marge de négociation j‘avais. Le vendeur aussitôt me fit une proposition à
8.700€. Je lui expliquai qu’à ce prix-là, je préférais avoir la voiture que nous avions vu avec le
toit ouvrant, d’autant plus qu’il était encore bien au-dessus du prix de l’Argus. Par ailleurs,
mon père lui rappelait que les pneus de la voiture étaient à changer, la peinture arrière à
refaire et l’une des jantes aluminium à remplacer.
Nous arrivons à la quatrième étape du « 4-Step Method » soit Bargaining ou marchander. Le
vendeur avait bien compris que nous étions très attachés à avoir une voiture à l’aspect
esthétique irréprochable. Aussitôt, le vendeur rentra à l’intérieur de son domicile pour aller
en parler à sa femme. Pendant ce temps, mon père me conseilla de continuer à baisser et de
ne surtout pas accepter au-dessus de l’Argus. Lorsque le vendeur revint, il nous fit une
proposition à 8.300€ au prix de l’Argus. Mon père me fit un signe de la tête afin que nous
puissions nous retirer pour en discuter. Nous nous sommes donc écartés une dizaine de
minutes. Lorsque nous revînmes vers l’acheteur, je lui fis une dernière proposition en lui
stipulant que je prenais la voiture à 8.300€ (prix Argus) avec toutes les réparations
effectuées (peinture, jante avant droite et pneus changés) ou 8.000€ dans l’état actuel,
achat immédiat avec chèque de banque garantie. Le vendeur accepta ma deuxième offre
soit la vente de son véhicule pour une valeur de 8.000€.
Ainsi la partie Closing fut rapide. Nous signèrent les papiers, je lui fis un chèque de banque à
la somme de 8.000€. Pour l’anecdote, le vendeur amicalement nous a dit que nous étions de
vrais négociateurs.