How do you adjust your BATNA and ZOPA in response to changing circumstances or new information?

Negotiating with multiple preferred suppliers is often infeasible due to limited time and resources. Therefore, it is critical to understand your BATNA will cease to be viable, the moment you select a preferred supplier for further negotiations. This is because, by the time you reach an impasse with your preferred supplier, you will have advanced discussions much further than where you left your "best alternative," making them no longer a viable equivalent. Additionally, there is no guarantee you won't face similar intractability with them. Thus, it is vital to resolve potential intractable points, like limitations on liability, warranties, compliance, cyber security etc. before selecting a preferred supplier to keep your BATNA viable.

At minimum, your BATNA for a given case should meet your reservation point (or when the deal breaks even) in which the deal is no longer profitable.

O BATNA, ou Best Alternative to a Negotiated Agreement. No fundo é a melhor alternativa disponível caso n?o seja alcan?ado um acordo durante as negocia??es. Ter um BATNA forte dá poder de negocia??o, pois oferece uma alternativa viável e, muitas vezes, ajuda a determinar os limites de concess?o durante as negocia??es.

Encontrar a ZOPA é fundamental para alcan?ar um acordo satisfatório para ambas as partes durante as negocia??es. ZOPA, ou Zona Possível de Acordo, é a faixa na qual as expectativas de valor entre as partes em uma negocia??o se sobrep?em, é o intervalo entre o pre?o mínimo que um vendedor está disposto a aceitar e o pre?o máximo que um comprador está disposto a pagar.

Flexibility in the definition of the negotiation range allows you to react to changing circumstances or new information. This enables an optimised outcome, effective risk management and promotes an improved relationship with the negotiating partners. Adapting the ZOPA also contributes to faster conflict resolution, as negotiations become more agile and adaptable.

You can determine your ZOPA by: ● ?????????????? ???????? ??????????. ● ???????????????????? ???????? ??????????????????????'?? ??????????. ● ???????????????? ?????????? ???????? ??????????????????????'?? ???????????? ????????????. Use your BATNA analysis as well as study available situation-specific information and other outside information to predict your counterpart's upper and lower ZOPA limits. ● ???????????????? ???????? ????????(??) ???? ?????? ??????????????????????. Use the above information to set your initial ZOPA. If your primary goal is to get a deal done, you can set a counterpart-favorable ZOPA. Different goals can lead to different ZOPA. ●

After determining your PON, your maximum could be a combination of factors including analogous comparison to similar project costs in the market, and desirable maximum profit. It is advisable to develop at least two to three BATNA postures and role play different angles by placing yourself in the buyers perspective. This will assist in also assessing if your selling price is too unreasonable.

I choose the right time and emphasise the attractiveness of my alternatives without appearing arrogant. I create a positive negotiating environment by focussing on common interests and taking the other side into account. Emphasising flexibility signals a willingness to cooperate. Feedback is an integral part of clarifying misunderstandings and establishing a common perspective.

My presentation of BATNA and ZOPA is characterised by a clear structure, convincing argumentation and data-based information. Visualisation techniques such as diagrams support comprehensibility. Flexibility in ZOPA's approach is communicated, while emphasised value creation and storytelling elements ensure vividness. A clear link to overarching goals emphasises the strategic direction.

With an information advantage, I adapt BATNA and ZOPA to the needs of the negotiating partners, react dynamically to changes, communicate strategically and use BATNA creatively. Focussing on mutual benefit, setting smart boundaries and backing up with data strengthen my position. These elements form the basis for successful negotiations.

Primeiro entenda claramente os seus limites e objetivos antes de iniciar as negocia??es. Isso ajuda a determinar a for?a do seu BATNA e a identificar a ZOPA.Explore e desenvolva alternativas viáveis fora da negocia??o atual para fortalecer seu BATNA. Isso aumenta sua posi??o de negocia??o e reduz sua dependência de um acordo específic. Fa?a uma análise cuidadosa das expectativas e interesses da outra parte para estimar a ZOPA. Isso envolve compreender suas prioridades, limites e áreas de flexibilidade. .