E-Book, Englisch, 366 Seiten
Reihe: Management for Professionals
Helmold / Dathe / Hummel Successful International Negotiations
1. Auflage 2020
ISBN: 978-3-030-33483-3
Verlag: Springer International Publishing
Format: PDF
Kopierschutz: 1 - PDF Watermark
A Practical Guide for Managing Transactions and Deals
E-Book, Englisch, 366 Seiten
Reihe: Management for Professionals
ISBN: 978-3-030-33483-3
Verlag: Springer International Publishing
Format: PDF
Kopierschutz: 1 - PDF Watermark
This book describes how international negotiations can be conducted in a structured, professional and effective manner. It also offers recommendations based on examples of successful negotiations from both economically leading countries such as the USA, China and Japan, as well as smaller countries such as the Netherlands, Israel and Morocco. Providing practically relevant experiences from middle and top management positions in different business sectors, the contributors focus on all elements of negotiations, spanning from preparation, execution, strategies and tactics to non-verbal communication and psychological factors. Moreover, the chapters offer detailed introductions to more than 25 countries around the globe, which can be used as a reference guide to doing business in the specific contexts.
Marc Helmold is a professor at the iubh International University (IUBH) at the campus in Berlin. He teaches Bachelor, Master and M.B.A. students in negotiations in the international context, performance management and supply chain management. From 2010 until 2017 he had several positions as the head of supply chain management and procurement in the market leader in the railway industry. In 2016 he has been appointed professor at the iubh in Berlin. Tracy Dathe is a freelance business advisor and lecturer in the fields of financial management and international communication. She owes her expertise in international cooperation not least to her practical experience in the industry. From 2012 to 2016, as CFO of an automotive spare part manufacturer, she was responsible for general commercial management at the German headquarter, as well as for the subsidiaries in China, France, Italy, Sweden, the Czech Republic, Turkey and the USA.
Florian Hummel is a professor at the iubh International University (IUBH) at the campus in Berlin. He focusses on hospitality and strategic management. In addition to this function he was the academic leader for the northern university locations in Germany. In 2018 he was assigned pro-rector for diversity and internationalization at the iubh University. Brian Terry is an academic at Regent's University London and director at his own management consultancy. His expertise lies in supply chain management, IT and business process outsourcing. He has worked throughout the world, including North and South America, Western Europe, Japan and Australia.
Jan Pieper is a professor of business economics & FDI advisor at the iubh university. He received his PhD in economics at Zürich University.
Autoren/Hrsg.
Weitere Infos & Material
1;Preface;6
1.1;Reference;7
2;Contents;8
3;Editors and Contributors;10
4;Abbreviations;10
5;List of Figures;16
6;List of Tables;10
7;1 Best-in-Class Negotiations in the International Context;22
7.1;1.1 Definition and Elements of Negotiations;22
7.2;1.2 Principles for Successful International Negotiations;25
7.3;1.3 Negotiations in the Value Chain: Input–Transformation–Output;28
7.4;1.4 Job Interviews as Negotiations;32
7.4.1;1.4.1 Right Preparation, Strategy and Plan in Job Interviews;32
7.4.2;1.4.2 Seven Important Steps in Job Interviews;32
7.5;1.5 Negotiations in Governmental Organizations;37
7.6;1.6 Importance of International Trade and Trends;38
7.6.1;1.6.1 Global Trade of Goods and Services;38
7.6.2;1.6.2 Germany and International Trade Relationships;39
7.6.3;1.6.3 International Operations and Global Sourcing;41
7.7;References;45
8;2 Prisoners’ Dilemma and Negotiation Types;46
8.1;2.1 Prisoners’ Dilemma;46
8.2;2.2 Negotiation Personalities;48
8.2.1;2.2.1 Soft Negotiator Personality;48
8.2.2;2.2.2 Hard Negotiator Personality;48
8.2.3;2.2.3 Principled Negotiator Personality;49
8.2.4;2.2.4 Situational Negotiator Personality: “Schlagfertig”;49
8.3;References;50
9;3 Competencies and Criteria for Successful Negotiations;51
9.1;3.1 Key Competencies for Successful Negotiators;51
9.2;3.2 The Win-Win-Illusion in Negotiations;53
9.3;3.3 Elements and Successful Criteria for Negotiations;55
9.3.1;3.3.1 10 Commandments for Successful Negotiations;55
9.3.2;3.3.2 Attributes and Characteristics;58
9.4;3.4 Reasons for Unsuccessful Negotiations;59
9.4.1;3.4.1 Definition of Failure in Negotiations;59
9.4.2;3.4.2 Escalation Levels (Lose-Lose);60
9.4.3;3.4.3 Reasons for Failures in Negotiations;63
9.5;References;64
10;4 Negotiations as Integral Part of the Corporate Strategy;65
10.1;4.1 Definition of Strategic Management;65
10.2;4.2 Strategic Triangle;66
10.3;4.3 Strategic Analysis;66
10.4;4.4 Strategic Choice;68
10.5;4.5 Strategic Implementation;70
10.5.1;4.5.1 Assessment of Suitability, Acceptability and Feasibility;70
10.5.2;4.5.2 Suitability;71
10.5.3;4.5.3 Acceptability;72
10.5.4;4.5.4 Feasibility;72
10.6;4.6 Strategic Pyramid;73
10.6.1;4.6.1 Mission and Vision;74
10.6.2;4.6.2 Goals and Objectives;74
10.6.3;4.6.3 Core Competencies;75
10.6.4;4.6.4 Strategies for Negotiations;75
10.6.5;4.6.5 Strategic Architecture;75
10.6.6;4.6.6 Control and Execution;76
10.7;References;76
11;5 Negotiation Execution—Value Add and the ZomA;78
11.1;5.1 Are There Mutual Benefits?;78
11.2;5.2 Zone of Mutual Agreement (ZomA);80
11.3;5.3 Successful Recommendations for a Positive ZomA;81
11.4;References;83
12;6 Negotiation Concepts;84
12.1;6.1 Aspects in International Negotiations;84
12.2;6.2 Harvard Concept;85
12.2.1;6.2.1 Introduction to the Harvard Concept;85
12.2.2;6.2.2 Key Elements of the Harvard Concept;86
12.2.3;6.2.3 Summary of the Harvard Concept;89
12.3;6.3 Schranner Negotiation Concept;90
12.3.1;6.3.1 Difficult Negotiations;90
12.3.2;6.3.2 Negotiation Types by Schranner;90
12.3.3;6.3.3 Important Steps in the Schranner Concept;91
12.3.4;6.3.4 Focus of the Schranner Concept;93
12.4;6.4 Dr. Helmold A-6 Concept for Negotiations;94
12.4.1;6.4.1 Six Steps for Successful International Negotiations;94
12.4.2;6.4.2 Success Factors of the A-6 Concept;97
12.4.3;6.4.3 Focus of the A-6 Concept;97
12.5;6.5 Comparison of the Three Concepts;98
12.6;References;100
13;7 Negotiations in Different Cultures and Internationalization;101
13.1;7.1 Negotiations in Different Cultures;101
13.2;7.2 Hofstede’s Cultural Dimensions Theory;104
13.2.1;7.2.1 Power Distance;104
13.2.2;7.2.2 Individualism Versus Collectivism;105
13.2.3;7.2.3 Masculinity Versus Femininity;106
13.2.4;7.2.4 Uncertainty Avoidance;106
13.2.5;7.2.5 Long-Term Orientation;106
13.2.6;7.2.6 Indulgence Versus Restraint;107
13.3;7.3 Edward Hall’s Culture Model;107
13.3.1;7.3.1 Proxemics;107
13.3.2;7.3.2 Monochronic Time Versus Polychronic Time;109
13.3.3;7.3.3 High-Context Cultures Versus Low-Context Cultures;109
13.4;7.4 Internationalization Strategies;110
13.4.1;7.4.1 Possibilities of Internationalization;110
13.4.2;7.4.2 Direct Exports or Imports;111
13.4.3;7.4.3 Licensing;111
13.4.4;7.4.4 Franchising;111
13.4.5;7.4.5 Third-Party Sourcing;111
13.4.6;7.4.6 Investments and Partnering;112
13.4.7;7.4.7 Joint Ventures;112
13.4.8;7.4.8 International Procurement Office (IPO);112
13.4.9;7.4.9 Own Company with Sales and Production Subsidiary;113
13.5;References;114
14;8 Business Negotiations in Industry;115
14.1;8.1 Customer (Buyer) and Supplier (Seller) Relationships;115
14.2;8.2 Negotiation Objectives (Q-C-D-T Plus Alpha);117
14.2.1;8.2.1 Quality Objectives;119
14.2.2;8.2.2 Cost Objectives;120
14.2.3;8.2.3 Delivery Objectives;120
14.2.4;8.2.4 Technology Objectives;121
14.2.5;8.2.5 Alpha Objectives;122
14.2.6;8.2.6 Cost Estimation as Fundamental Part of Negotiations;123
14.3;References;123
15;9 A-6 Concept for Successful International Negotiations;125
15.1;9.1 Six Steps for the Negotiation Breakthrough;125
15.2;9.2 Step 1 (A-1): Analysis in Negotiations;126
15.2.1;9.2.1 Preparation as Key Success Factor in Negotiations;126
15.2.2;9.2.2 Negotiation Scope: Q-C-D-T Plus Alpha Methodology;129
15.2.3;9.2.3 Negotiation Objectives;130
15.2.4;9.2.4 Motives and Interests;133
15.2.5;9.2.5 Roles and Responsibilities;134
15.2.6;9.2.6 Cultural Issues;139
15.3;9.3 Step 2 (A-2): Alignment of Strategies and Tactics;140
15.3.1;9.3.1 Determinants to Develop a Suitable Strategy;140
15.3.2;9.3.2 Strategies in Negotiations;141
15.3.3;9.3.3 Tactics in Negotiations;144
15.4;9.4 Step 3 (A-3): Aggregation and Affirmation of Arguments;152
15.4.1;9.4.1 Argumentation Strategy;152
15.4.2;9.4.2 Concentration on Motives and Arguments;154
15.5;9.5 Step 4 (A-4): Accomplishment and Amplification of Negotiations (Execution);157
15.5.1;9.5.1 Executing Negotiations;157
15.5.2;9.5.2 Guidelines;158
15.5.3;9.5.3 Layout and Location;159
15.5.4;9.5.4 Question Techniques9.5.4 Question Techniques9.5.4 Question Techniques9.5.4 Question Techniques9.5.4 Question Techniques9.5.4 Question Techniques9.5.4 Question Techniques9.5.4 Question Techniques9.5.4 Question Techniques9.5.4 Question Techniques9.5.4 Question Techniques9.5.4 Question Techniques9.5.4 Question Techniques9.5.4 Question Techniques9.5.4 Question Techniques9.5.4 Question Techniques9.5.4 Question Techniques9.5.4 Question Techniques9.5.4 Question Techniques9.5.4 Question Techniques9.5.4 Question Techniques9.5.4 Question Techniques9.5.4 Question Techniques9.5.4 Question Techniques9.5.4 Question Techniques9.5.4 Question Techniques9.5.4 Question Techniques9.5.4 Question Techniques9.5.4 Question Techniques9.5.4 Question Techniques9.5.4 Question Techniques9.5.4 Question Techniques9.5.4 Question Techniques9.5.4 Question Techniques9.5.4 Question Techniques9.5.4 Question Techniques9.5.4 Question Techniques9.5.4 Question Techniques9.5.4 Question Techniques9.5.4 Question Techniques9.5.4 Question Techniques9.5.4 Question Techniques9.5.4 Question Techniques9.5.4 Question Techniques9.5.4 Question Techniques9.5.4 Question Techniques9.5.4 Question Techniques9.5.4 Question Techniques9.5.4 Question Techniques9.5.4 Question Techniques9.5.4 Question Techniques9.5.4 Question Techniques9.5.4 Question Techniques9.5.4 Question Techniques9.5.4 Question Techniques9.5.4 Question Techniques9.5.4 Question Techniques9.5.4 Question Techniques9.5.4 Question Techniques9.5.4 Question Techniques9.5.4 Question Techniques9.5.4 Question Techniques9.5.4 Question Techniques9.5.4 Question Techniques9.5.4 Question Techniques9.5.4 Question Techniques9.5.4 Question Techniques9.5.4 Question Techniques9.5.4 Question Techniques9.5.4 Question Techniques9.5.4 Question Techniques9.5.4 Question Techniques9.5.4 Question Techniques9.5.4 Question Techniques9.5.4 Question Techniques9.5.4 Question Techniques9.5.4 Question Techniques9.5.4 Question Techniques9.5.4 Question Techniques9.5.4 Question Techniques9.5.4 Question Techniques;160
15.6;9.6 Step 5 (A-5): Ascertaining Resistance;167
15.6.1;9.6.1 Open and Hidden Resistance;167
15.6.2;9.6.2 Open Resistance;168
15.6.3;9.6.3 Hidden Resistance;168
15.6.4;9.6.4 Handling Resistance;169
15.6.5;9.6.5 Defending Counterarguments;169
15.6.6;9.6.6 Positive and Negative Defence of Resistance;171
15.7;9.7 Step 6 (A-6): Administration of Contracts and Agreements;172
15.7.1;9.7.1 Protocol and Meeting Minutes;172
15.7.2;9.7.2 Significant Elements for International Agreements;172
15.7.3;9.7.3 The United Nations (UN) Law;172
15.7.4;9.7.4 Incoterms 2010;174
15.7.5;9.7.5 Warranties;175
15.7.6;9.7.6 Late Payment and Fees for Delays;176
15.7.7;9.7.7 Currency and Payment Terms;176
15.7.8;9.7.8 Place of Jurisdiction;177
15.7.9;9.7.9 Trade Arbitration;177
15.8;References;179
16;10 Nonverbal Communication;181
16.1;10.1 Elements of Nonverbal Communication;181
16.2;10.2 Understanding and Decoding Nonverbal Communication;183
16.3;10.3 Body Language and Face Language (Kinesics);184
16.3.1;10.3.1 Body Postures;184
16.3.2;10.3.2 Gestures;185
16.3.3;10.3.3 Facial Expressions;186
16.3.4;10.3.4 Eye Movement (Oculescis);187
16.3.5;10.3.5 Touch (Haptics);187
16.3.6;10.3.6 Human Space (Proxemics);187
16.4;10.4 Paralanguage (Vocalics);188
16.5;10.5 Time Elements (Chronemics);188
16.6;10.6 Physical Environment;189
16.7;10.7 Personal Appearance;190
16.8;References;190
17;11 Tools for Negotiations;191
17.1;11.1 PESTEL Analysis (Environmental Forces);191
17.1.1;11.1.1 Categories of the Model;191
17.1.2;11.1.2 Benefits of the Model;193
17.2;11.2 Industry Analysis (Porter’s Five Forces);194
17.2.1;11.2.1 Benefits of the Model;194
17.2.2;11.2.2 Competitive Rivalry;194
17.2.3;11.2.3 Bargaining Power of Suppliers;194
17.2.4;11.2.4 Bargaining Power of Buyers;195
17.2.5;11.2.5 Threat of Substitutes;195
17.2.6;11.2.6 Threat of New Entrants;195
17.3;11.3 SWOT Analysis;196
17.4;11.4 Risk and Opportunity (ROP) Analysis;197
17.5;11.5 Margin Enhancement Plan (MEP);198
17.6;11.6 5F Concept;198
17.7;11.7 Critical Success Factors;199
17.8;11.8 The 7S Model by McKinsey;199
17.9;References;200
18;12 Outsourcing Negotiations;201
18.1;12.1 Key Drivers for Outsourcing Shared Services;201
18.2;12.2 Objectives for Outsourcing Shared Services;203
18.3;12.3 Trends in Outsourcing Shared Services;204
18.3.1;12.3.1 Integrative Services;204
18.3.2;12.3.2 Digitization and Automated Processes;204
18.3.3;12.3.3 Globalization and Global Networks;205
18.4;References;206
19;13 Negotiations in the Global Economy;207
19.1;13.1 The Mainstream Globalization Narrative;207
19.2;13.2 Toward a More Realistic View of Globalization;208
19.2.1;13.2.1 A Look at the Data;208
19.2.2;13.2.2 Reasons for Misconceptions About Globalization;209
19.3;13.3 Where to Compete in a Global Economy;210
19.3.1;13.3.1 The CAGE Distance Framework;210
19.3.2;13.3.2 Cultural Distance;211
19.3.3;13.3.3 Administrative Distance;211
19.3.4;13.3.4 Geographical Distance;212
19.3.5;13.3.5 Economic Distance;212
19.3.6;13.3.6 Empirical Evidence;212
19.4;13.4 How to Compete in a Global Economy;214
19.4.1;13.4.1 Applying Adaptation Strategies;214
19.4.2;13.4.2 Applying Aggregation Strategies;215
19.4.3;13.4.3 Applying Arbitrage Strategies;215
19.5;13.5 The Need for Nonmarket Strategies in a Global Economy;215
19.6;13.6 Conclusion;216
19.7;References;217
20;14 Negotiations in Companies with Financial Difficulties;219
20.1;14.1 Phases of a Financial Crisis and Symptoms;219
20.1.1;14.1.1 Definition of Restructuring;221
20.1.2;14.1.2 Strategic Restructuring;222
20.1.3;14.1.3 Structural Restructuring;223
20.2;14.2 Balance Sheet, Profit and Loss, and Cash Situation;224
20.2.1;14.2.1 Negotiations Affecting the Balance Sheet;224
20.2.2;14.2.2 Negotiations Affecting the Profitability: P & L Account;226
20.2.3;14.2.3 Negotiations Affecting the Cash Situation;227
20.3;14.3 Recommendations for the Turnaround;229
20.3.1;14.3.1 Strategic Turnaround and Restructuring;229
20.3.2;14.3.2 Involve a Specialist;229
20.3.3;14.3.3 Taking All Financing Options Available;230
20.3.4;14.3.4 Liquidation of Unnecessary Assets;230
20.3.5;14.3.5 End Non-essential Relationships;230
20.4;References;230
21;15 Negotiations in the Service Industry;232
21.1;15.1 Characteristics of Services;232
21.2;15.2 Special Features of Service Marketing;232
21.3;15.3 The 7Ps;233
21.4;15.4 The 3Rs;235
21.5;15.5 Negotiation of Services;237
21.6;15.6 Negotiations in Purchasing;237
21.7;15.7 Negotiations at Events;238
21.8;15.8 Negotiations Within the Scope of Customer Feedback;239
21.9;15.9 Salary Negotiations in the Service Sector;240
21.10;15.10 The Importance of Feedback When Negotiating Services;241
21.11;References;243
22;16 Negotiations in Project Management;245
22.1;16.1 Definition and Characteristics of Projects;245
22.2;16.2 Critical Success Criteria for Projects;248
22.2.1;16.2.1 Key Criteria in Projects;248
22.2.2;16.2.2 Integration Management;248
22.2.3;16.2.3 Performance Management;248
22.2.4;16.2.4 Time Management;248
22.2.5;16.2.5 Cost Management;249
22.2.6;16.2.6 Quality Management;249
22.2.7;16.2.7 People Management;249
22.2.8;16.2.8 Communication Management;249
22.2.9;16.2.9 Risk Management;249
22.2.10;16.2.10 Procurement Management;249
22.3;16.3 Recommendations for Project Negotiations;250
22.4;References;251
23;17 Negotiations in Different Countries;252
23.1;17.1 Structure and Examples;252
23.2;17.2 Country Examples;253
23.3;References;255
24;18 Negotiations in Europe;257
24.1;18.1 Negotiations in Germany;257
24.1.1;18.1.1 General Guidelines;257
24.1.2;18.1.2 Successful and Unsuccessful Strategies;258
24.2;18.2 Negotiations in France;261
24.2.1;18.2.1 General Guidelines;261
24.2.2;18.2.2 Successful and Unsuccessful Strategies;262
24.3;18.3 Negotiations in Great Britain;263
24.3.1;18.3.1 General Guidelines;263
24.3.2;18.3.2 Successful and Unsuccessful Strategies;264
24.4;18.4 Negotiations in Italy;267
24.4.1;18.4.1 General Guidelines;267
24.4.2;18.4.2 Successful and Unsuccessful Strategies;268
24.5;18.5 Negotiations in Spain;269
24.5.1;18.5.1 General Guidelines;269
24.5.2;18.5.2 Successful and Unsuccessful Strategies;270
24.6;18.6 Negotiations in the Netherlands;272
24.6.1;18.6.1 General Guidelines;272
24.6.2;18.6.2 Successful and Unsuccessful Strategies;272
24.7;18.7 Negotiations in Denmark;273
24.7.1;18.7.1 General Guidelines;273
24.7.2;18.7.2 Successful and Unsuccessful Strategies;274
24.8;18.8 Negotiations in Switzerland;275
24.8.1;18.8.1 General Guidelines;275
24.8.2;18.8.2 Successful and Unsuccessful Strategies;276
24.9;18.9 Negotiations in Russia;277
24.9.1;18.9.1 General Guidelines;277
24.9.2;18.9.2 Successful and Unsuccessful Strategies;278
24.10;18.10 Negotiations in the Ukraine;278
24.10.1;18.10.1 General Guidelines;278
24.10.2;18.10.2 Successful and Unsuccessful Strategies;279
24.11;18.11 Negotiations in Latvia;281
24.11.1;18.11.1 General Guidelines;281
24.11.2;18.11.2 Successful and Unsuccessful Strategies;281
24.12;18.12 Negotiations in Armenia;283
24.12.1;18.12.1 General Guidelines;283
24.12.2;18.12.2 Successful and Unsuccessful Strategies;284
24.13;18.13 Negotiations in Poland;286
24.13.1;18.13.1 General Guidelines;286
24.13.2;18.13.2 Successful and Unsuccessful Strategies;287
24.14;18.14 Negotiations in Lithuania;287
24.14.1;18.14.1 General Guidelines;287
24.14.2;18.14.2 Successful and Unsuccessful Strategies;288
24.15;References;292
25;19 Negotiations in the Americas;294
25.1;19.1 Negotiations in the USA;294
25.1.1;19.1.1 General Guidelines;294
25.1.2;19.1.2 Successful and Unsuccessful Strategies;295
25.2;19.2 Negotiations in the Canada;296
25.2.1;19.2.1 General Guidelines;296
25.2.2;19.2.2 Successful and Unsuccessful Strategies;297
25.3;19.3 Negotiations in Mexico;298
25.3.1;19.3.1 General Guidelines;298
25.3.2;19.3.2 Successful and Unsuccessful Strategies;299
25.4;19.4 Negotiations in Brazil;299
25.4.1;19.4.1 General Guidelines;299
25.4.2;19.4.2 Successful and Unsuccessful Strategies;301
25.5;19.5 Negotiations in Peru;302
25.5.1;19.5.1 General Guidelines;302
25.5.2;19.5.2 Successful and Unsuccessful Strategies;304
25.6;References;307
26;20 Negotiations in Japan, China and Asia-Pacific;309
26.1;20.1 Negotiations in Japan;309
26.1.1;20.1.1 General Rules;309
26.1.2;20.1.2 Successful and Failing Strategies;311
26.2;20.2 Negotiations in the PR China;312
26.2.1;20.2.1 General Guidelines;312
26.2.2;20.2.2 Successful and Unsuccessful Strategies;312
26.3;20.3 Negotiations in India;314
26.3.1;20.3.1 General Guidelines;314
26.3.2;20.3.2 Successful and Unsuccessful Strategies;315
26.4;20.4 Negotiations in Indonesia;316
26.4.1;20.4.1 General Guidelines;316
26.4.2;20.4.2 Successful and Unsuccessful Strategies;317
26.5;20.5 Negotiations in South Korea;318
26.5.1;20.5.1 General Guidelines;318
26.5.2;20.5.2 Successful and Unsuccessful Strategies;319
26.6;20.6 Negotiations in Vietnam;320
26.6.1;20.6.1 General Guidelines;320
26.6.2;20.6.2 Successful and Unsuccessful Strategies;321
26.7;20.7 Negotiations in Australia;323
26.7.1;20.7.1 General Guidelines;323
26.7.2;20.7.2 Successful and Unsuccessful Strategies;324
26.8;References;326
27;21 Negotiations in Arabic Countries and the Middle East;327
27.1;21.1 Negotiations in Saudi Arabia;327
27.1.1;21.1.1 General Guidelines;327
27.1.2;21.1.2 Successful and Unsuccessful Strategies;328
27.1.3;21.1.3 Main Features of Islam;332
27.2;21.2 Negotiations in Palestine;333
27.2.1;21.2.1 General Guidelines;333
27.2.2;21.2.2 Successful and Unsuccessful Strategies;334
27.3;21.3 Negotiations in Israel;337
27.3.1;21.3.1 General Guidelines;337
27.3.2;21.3.2 Successful and Unsuccessful Strategies;338
27.4;21.4 Negotiations in the Jordan;340
27.4.1;21.4.1 General Guidelines;340
27.4.2;21.4.2 Successful and Unsuccessful Strategies;342
27.5;21.5 Negotiations in Iran;343
27.5.1;21.5.1 General Guidelines;343
27.5.2;21.5.2 Successful and Unsuccessful Strategies;344
27.6;21.6 Negotiations in UAE;347
27.6.1;21.6.1 General Guidelines;347
27.6.2;21.6.2 Successful and Unsuccessful Strategies;347
27.7;21.7 Negotiations in Turkey;350
27.7.1;21.7.1 General Guidelines;350
27.7.2;21.7.2 Successful and Unsuccessful Strategies;351
27.8;References;351
28;22 Negotiations in Africa;353
28.1;22.1 Negotiations in Morocco;353
28.1.1;22.1.1 General Guidelines;353
28.1.2;22.1.2 Successful and Unsuccessful Strategies;354
28.2;22.2 Negotiations in Egypt;357
28.2.1;22.2.1 General Guidelines;357
28.2.2;22.2.2 Successful and Unsuccessful Strategies;358
28.3;22.3 Negotiations in South Africa;358
28.3.1;22.3.1 General Guidelines;358
28.3.2;22.3.2 Successful and Unsuccessful Strategies;360
28.4;22.4 Negotiations in Cameroon;363
28.4.1;22.4.1 General Guidelines;363
28.4.2;22.4.2 Successful and Unsuccessful Strategies;364
28.5;References;365
