Negotiation Skills Journal Lisa Chandler Keller Graduate School of Business, HRM595 Professor Jermaine A. Robinson August 21, 2014 Table of Contents Abstract 3 The Used Car 4 The Pakistani Prunes 6 The Salary Negotiation 8 Negotiation Round 1 8 Negotiation Round 2 9 Negotiation Round 3 11 The Power Game 13 References 17 APPENDIX A 18 APPENDIX B 20 APPENDIX C 24 APPENDIX D 30 Abstract This paper, written as journal entries, shares the experiences of participants in four negotiation simulations, one of which had three parts. The simulations experiences are shared along with negotiation styles used, whether the style(s) used was appropriate. If another negotiation style could have been used to obtain a better outcome for the simulation, it is discussed to determine how and why it would have been useful. The paper also discusses a power game simulation meant for students to experience the dynamics of power. The Used Car This negotiation simulation involved a seller (me) and a buyer (my classmate, Aloysius).
BP's total debt has increased over the past five years. The company reported a five-year low of $31.045 billion in 2007, and a five-year high in 2010 at $45.336 billion. In 2011, the company reported a total debt of $44.213 billion, which was an increase of 42.42% over 2007. (2012.02)”Financial Performance”. While BP is based in London, and Exxon in the US.
Wal-Mart - Strategic Audit I. Current Situation A. Current Performance In the past year Wal-Mart’s performances in market share, profitability, and return on investment have had significant changes compared to past years performance. * Return on investment now compared to previous years: they are paying out $63.079 billion to their shareholders compared to last years $58.763 billion and an average of $3.09 earnings per share of the 4.068 billion shares out. * Market share today: Out of 2,000 big companies Wal-Mart is at 17 with 201.36 billion in market value and in its industry of retail, Wal-Mart is ranked #1 with Home Depot and Target behind.
| Unit 26 Managing Business Information | BTEC L3 Diploma/Ext. Dipl. - Business | | Salindu Sadishan | 12/5/15 | Assignment 1 of 1: Know how organisation use business information and maintaining an information system | Content Introduction 2 Task 1: Explain the sources of information needed in a selected organisation. 2 1.1 External and Internal Sources of Information 2 1.2 Primary and Secondary Sources of Information 3 1.3 Qualitative and Quantitative Data 3 1.4 Source of Information 3 Task2: Describe the characteristics of the information needed in a selected organisation. 5 Task 3: Input and manipulate the data entered into data management software (P5) 0 Produce Information in suitable format to support business decision making (P6) 0 3.1 A table 0 3.2 Create a form 0 3.3 Create a query 1 3.4 Create a report 1 3.5 Delete one of the records 2 3.6 Give a brief description of the query function and give an example of how it could assist Mr. Qureshi in his everyday tasks 3 Task 4: Describe how information is used for different purposes in a selected organisation (P3) Explain how business information is used for different purposes in a selected organisation (M1) 0 4.1 Differentiation of computerized and paper based ledgers 0 4.2 The Benefits of Using Database 1 Task 5a) Compare the features of different types of software used in producing information to support business decision making (M2) 1 Task 5b) Analyse information produced in different formats to support business decision making (M3) 2 Task 6: Describe the legal issues an organisation must consider in using business information (P4) 3 Task7: Recommend how a selected organisation could improve the quality of its business information to support decision making.
The Helmsman of IBM – Sam Palmisano IBM just celebrated its 100th birthday in 2011. This huge business machine is still running well even more than that. According to Arie’s research, the average life expectancy of a multinational corporation-Fortune 500 or its equivalent-is between 40 and 50 years . So what makes IBM survive and succeed? The answer is that IBM has excellent leaders especially Sam Palmisano.
The FT is printed in 24 different locations around the world and has a total daily readership of 2.1 million people split between the print and the digital channels. Its website has 3.6 million registered users and 224,000 paying subscribers (Financial Times, 2011a). From a financial point of view, the Group is very healthy. In 2010 it had total revenues of £403 million, with an operating profit of £60 million (margin of 14.8%). Moreover, the company has been growing steadily, with a CAGR of 16% over the last 5 years (Pearson, 2011), which indicates how good the Group is in managing and leveraging its core brand.
Book Report for ‘One Up on Wall Street’ Peter Lynch is one of Wall Street’s most successful mutual fund managers. Having assumed the reigns of Fidelity’s Magellan fund in 1977, Mr. Lynch grew the fund to nearly $14 billion-which was an astronomical number for any mutual fund at that time- before he relinquished control of the fund’s investments in 1990. To simply illustrate the success of Fidelity Magellan, and investor who placed $10,000 in the fund in 1977, and then held on, would have watched his or her investment grow to $280,000 under Mr. Lynch’s 13-year tenure. It ranked as the number one mutual fund in the nation over that period of time. An avid proponent of individual stock picking, an unusual agenda for a mutual fund manager, Mr. Lynch lamented the increasing tendency for investors to abrogate their investment decisions exclusively to fund managers.
It ranked 297 in the top 500 in 2003, from the list 25 years ago, it has been profitable. 33 years, with an annual 80,000 tons of steel from the 13th to reach the scale of 19 million tons, has grown 138-fold; annual sales revenue rose from $ 83,580,000 in 1138 to 2004 million U.S. dollars, 136 times in 1972; net profit rose from $ 4,670,000 in 1122 to 2004 billion U.S. dollars, 240 times in 1972. Currently, Nucor is the largest steel company in 2004 with an annual output over 19 million tons of steel, has entered the world top 500, ranked the nation's steel industry profits first, technically still leading the new trend of the world's steel production . 1.A: Competition may force the steel industry could generate a huge impact of new entrants, bargaining power, the bargaining power of buyers, suppliers degree of competition, the threat of substitutes threat. These forces, the main competitive forces affecting the U.S. steel producers are generally threat of new entrants, buyer bargaining power and competitiveness.
Comparison Since 2008, ANTA, one of the major sportswear makers on the mainland and one of the main competitors of Li Ning, has boosted its market share in china from 5.3 percent to 5.8 percent according to research firm Euromonitor International, outperforming Nike, Adidas and Li Ning which all posted declines. Li Ning, nonetheless, is seeing considerable earnings downgrades over the last several years. By looking back at the financial report in 2010, we can observe that ANTA’s revenue grew 26.1% year-on-year to RMB7.41bn, only second to Li Ning’s among domestic sportswear brands. The revenue growth was primarily driven by its continued national distribution network expansion and higher product ASPs. Moreover, under strong cost control, its full-year 2010 net profit attributable to shareholders increased 24% y-o-y to RMB1.55bn, compared to Li Ning’s RMB1.11bn.
Introduction When Jack Welch became CEO of General Electric in 1981, he was only the 11th CEO the company had seen in its 120 years of existence. Although GE was a $13 billion a year company, it began showing signs of necessary change as it had reached the stage between maturity and decline. After 20 years at the helm, Jack Welch had turned General Electric (GE) into one of the world’s most successful companies. Welch increased GE’s market value from $13 billion to over $300 billion in 2001. He guided the once struggling company to what was then the biggest corporation in the entire world as well as the most profitable.