Ingmar Geiger

Collective bargaining as a two-level game: direct learner-expert interactions

In this article, the authors introduce a new feature to model the collective bargaining process: a two-level game setting with direct learner-expert interaction. In the simulation ZUG UM ZUG 2015, participants form union and management negotiation teams to negotiate with each other (first level) and with a management or union “tariff commission,” which has to approve proposed contracts (second level). To increase the degree of realism and the teaching effectiveness of the simulation, real-world negotiation experts negotiate in tariff commissions directly with participants. The authors also introduce a negotiation process to facilitate an efficient knowledge transfer from experts to learners.

Instruments of Business Relationship Management

This chapter presents and discusses instruments for implementing business relationship management and marketing toward the business partner, in our case the customer. The ultimate goal of applying those instruments is of course customer loyalty, i.e. enduring business relationships as long as they are desired by the supplier. Side effects of employing those instruments are also discussed. The presentation of the different instruments is organized according to the classical four marketing P’s: product (offering), place (distribution), promotion (communication), and price. Examples of offering-related instruments include moving towards a solution offering, product-related services, and cross-selling. Efficient consumer response and just-in-time delivery are two distribution concepts aimed at strengthening supplier-customer bonds. Complaint management and fostering personal relationships between supplier and customer personnel are discussed as important communication instruments. Finally, creating innovative pricing models can also help strengthen customer loyalty.

Interne Umsetzung des Geschäftsbeziehungsmanagements

Angesichts der Vielfalt der Aufgaben, die im Rahmen des Geschaftsbeziehungsmanagements durchzufuhren sind, stellt sich die Frage, wie deren moglichst erfolgreiche Umsetzung in einem Unternehmen sichergestellt werden kann. Ein wesentlicher Eckpfeiler einer Implementierung des Geschaftsbeziehungsmanagements in einem Anbieterunternehmen besteht deshalb darin, die organisatorischen Voraussetzungen dafur zu schaffen. Dies kann auf sehr unterschiedliche Arten und Weisen geschehen. Letztlich geht es aber immer darum, alle die Beziehungen zu bedeutenden Kunden betreffenden Tatigkeiten – in welcher Form auch immer – unter eine einheitliche Verantwortung zusammen zu fassen. Dies ist zumeist mit einer organisatorischen Institutionalisierung verbunden, wobei die betreffenden Stellen oder Abteilungen in aller Regel als Key Account Management, (Gros-)Kundenmanagement o. a. bezeichnet werden.

Fundamentals of business-to-business marketing : mastering business markets

The Market Process.- The Core Concept of Marketing Management.- Introduction to Business-to-Business Marketing.- Business Buying Behavior.- Procurement Policy.- Business Market Research.

Anfragenbewertung und Angebotserstellung

Die Bearbeitung von Anfragen und Ausschreibungen dient vor allem der Auftragsgenerierung eines Unternehmens und bildet somit eine wichtige Grundlage fur seine Geschaftstatigkeit. Doch aufgrund der Vielzahl an Anfragen, die ein Unternehmen innerhalb eines Geschaftsjahres erhalt, muss das Anbieterunternehmen eine Selektion vornehmen und entscheiden, ob und wie auf bestimmte Anfragen reagiert werden soll. Das vorliegende Kapitel beinhaltet eine Bestandsaufnahme und Darstellung der nach aktuellem Stand in der wirtschaftswissenschaftlichen Literatur vorhandenen Modelle und Selektionskriterien zur Entscheidungsunterstutzung bei der Bewertung von Anfragen. Dazu wird zunachst auf die Grundlagen der Anfragenbewertung eingegangen, indem zwischen einer strategischen und einer operativen Perspektive unterschieden wird. Daruber hinaus werden die beschriebenen Modelle hinsichtlich ihrer praktischen Anwendung untersucht. Nachdem eine Anfrage genau gepruft und positiv bewertet worden ist, folgt der Prozess der Angebotserstellung. Dieser Prozess wird im letzten Abschnitt dieses Kapitels genauer betrachtet. Hierbei geht es vor allem um die schriftliche Festlegung aller mit dem Auftrag verbundenen Details wie zum Beispiel den angebotenen Problemlosungsmoglichkeiten oder der genauen Auflistung der anfallenden Kosten.

Strategien des Geschäftsbeziehungsmanagements

Die Betrachtung von Strategien im Geschaftsbeziehungsmanagement bildet den Abschluss des zweiten Teils unseres Buches. Aufbauend auf einem guten Verstandnis des Kundenverhaltens, in Geschaftsbeziehungen also in erster Linie des Wiederkaufverhaltens (Kapitel 3), sowie der Kundenbewertung und -auswahl (Kapitel 4) diskutiert dieses Kapitel die prinzipiellen Stosrichtungen unternehmerischen Handelns im Rahmen des Geschaftsbeziehungsmanagements. Wie wir sehen werden, spielen dabei sowohl die zeitliche als auch die wettbewerbliche Einbettung einer Geschaftsbeziehung eine entscheidende Rolle.

Situational strategic versus personal influences on negotiation medium choice: Media synchronicity theory and affect for communication channel

This study aims to compare predictions from media synchronicity theory (MST) with the influence of personality variables in an attempt to explain how negotiators choose the communication media for negotiation.,The authors examine media choice in two scenario-based experimental studies with students (n = 209) and professionals (n = 302) in a negotiation setting. For the analysis of the data, the authors use multilevel modeling.,This study offers support for the central proposition of MST, namely, that the type of communication subtask (conveyance or convergence) determines the degree of media synchronicity needed and therefore media choice (face-to-face or email). The support for its boundary conditions and contingent situational determinants is weaker. With the affect for communication channel scale, this study also captures individual media preferences for face-to-face or email communication, which have consistent influences on negotiators’ media choice. The personal influence variables on average account for similar variance in the data compared with the MST-based determinants.,This study sheds new light on diverging empirical results concerning media influences in negotiation and offers some reconciling suggestions. Furthermore, this study is the first to test boundary conditions of MST. Also, it stresses the importance of negotiators’ media preferences for media choice.

Inquiry Evaluation and Proposal Preparation

Processing inquiries and tenders is primarily used to generate company orders and constitutes an important basis for the company’s business activities. However, due to the large number of inquiries that a company receives in a financial year, it must perform a selection and decide whether and how to respond to inquiries. This chapter provides an evaluation of the situation and presents the models and selection criteria to support decision-making when evaluating inquiries. The chapter initially looks at the principles of inquiry evaluation, and a distinction is made between a strategic and operational perspective. Furthermore, the models described are discussed with respect to their practical application. Once an inquiry has been precisely reviewed and positively evaluated, this is followed by the proposal preparation process. This process is covered in greater detail in the last section of this chapter. It particularly relates to the written documentation of all the details connected with the order, such as the solution options offered or the precise listing of the associated costs.

Strategies of Business Relationship Management

This chapter sheds light on the strategic facets of business relationship management and marketing. Strategic decisions with regard to business relationships are often located somewhere in between pure competitive and pure marketing strategy decisions. They can be distinguished according to a time- and a competitive space dimension. Regarding time, strategic decision-making in business relationship management differs according to the phase of the relationship. Roughly, three different situations can be envisioned: Entering into a new relationship, defending an existing relationship or terminating an existing relationship. In consequence, out-supplier marketing, in-supplier marketing, or exit management come into the focus of business relationship management. Concerning the competitive space of a business relationship, we focus on the corporate network and two of its specific characteristics. Sometimes, handling parallel business relationships with competing customers demands extra attention. At other instances, employing one’s corporate network to create extra value for customers in a business relationship is an important strategic consideration.

How Ongoing Relationships Facilitate Buyer-Seller Negotiation Processes and Outcomes

Ongoing buyer–seller relationships appear more beneficial than transactional approaches in many regards, but the influence of relationship type (i.e., ongoing vs. one-off) on a focal negotiation remains unclear. This article analyzes the effects of relationship type on prominent outcomes in business-to-business sales negotiations. The conceptual framework features dyadic, dynamic negotiation variables; a realistic, context-rich gaming simulation reveals the processes that shape specific negotiation outcomes. We find that different relationship types induce varying negotiation behavior and negotiator goals, which in turn explain higher levels of joint profit, seller profit, and buyer satisfaction in ongoing compared with one-off relationships.