Blog

  • Sep 25, 2012

    When attempting to create added value at the negotiation table, one of the most important things to consider is how many opportunities you have to capitalize. In other words, you should appraise the many variables that frequently present themselves at the negotiation table. A variable is a subject for negotiation, such as price, terms of payment, storage, or extra equipment… Download PDF


  • Sep 25, 2012

    Graduate school students from different countries speak about their views on Negotiations…

    Welcome to this series of podcasts on Global Negotiations. In this first podcast of the series, an international panel of students from Thunderbird School of Global Management speak about their experiences in conducting cross border negotiations. If you would like to see the video for this podcast, please visit http://www.youtube.com/watch?v=k1w5AOdDG4U

    Discussion question: How important is cross cultural communication while doing an international negotiation?

    Click here to follow this discussion…


  • Sep 25, 2012

    UNPhoto

    Thunderbird Professor Dr. Eileen Borris was one of the guest speakers in the UN General Assembly’s 128th Plenary Meeting on 13th Sep’12 to speak on the prevention of armed conflict and strengthening the role of mediation in the peaceful settlement of disputes, conflict prevention and resolution.

    Please follow the link below to view her presentation

    http://webtv.un.org/meetings-events/watch/128th-plenary-meeting-general-assembly/1838815861001


  • Sep 24, 2012

    By Karen S. Walch, Ph.D.

    One of the classic keys to power is to have a strong presence that will draw more power and attention to you. Once that certain level of power is attained, then you must learn the couturiers’ game of “hide-and-seek.” Negotiation energy and tactics involve strategic, time-consuming maneuvers to be absent and “starve others of your presence.” This is all part of your Machiavellian artifice necessary to portray a powerful presence.


  • Sep 24, 2012


  • Sep 18, 2012

    Global Negotiation and the Power of Understanding

    Today I’m preparing for an around the world trip.  My travels begin in the US and stop first in Shanghai to work with executives from New Zealand.  Then it’s next to Munich for a few days on my way to Saudi Arabia to collaborate with officials at a development bank before coming back home to the US.

    In preparation for my adventure, I am reminded how similar and different we are as citizens of the globe.  While my colleagues abroad and I do not often consider our interactions and discussions as “formal negotiations”, the truth is that much of the communication we have or projects we design must satisfy not only our joint goals, but also our diverse cultural values.

    In order for my job as an educator to be successful, effective, and meaningful, I need to take some time (which I have very little of right now!) to reflect on how not only my needs can be met, but also how I can help meet the needs of those I will work with in the next couple weeks.  I have found that the best way to prepare for a mutual gains negotiation is to review the best practices of cross-cultural negotiation.


  • Sep 17, 2012

    Thunderbird Professors Paul Kinsinger and Karen Walch

    By Paul Kinsinger and Karen Walch


  • Sep 17, 2012

    By Karen S. Walch, Ph.D.


  • Sep 17, 2012

    By Karen S. Walch, Ph.D.

    As an educator and student of negotiation, I have observed that if you want to increase your power, increase your insight about yourself. One assumption from the classics that prevails yet today is that everyone wants more power. We all want to increase our power because it is human nature to do so.

    Power and negotiation are what validate our identity in the world. Power is a means to get what we want directly and specifically by working through others, both personally and professionally. Power is a positive, invigorating and necessary negotiation resource utilized across social, political and cultural boundaries.

    Wherever you are is the entry point to unlocking your sources of power which are social, psychological, intellectual, economic and political.

    Law 1 Exercise


  • Sep 16, 2012

    Success is easy to deal with, but how well do you handle your mistakes? Do you embrace them as opportunities to showcase your leadership skills, or do you shy away and look to cover up your flaws?… CONTINUE READING ARTICLE


  • Aug 21, 2012
    Ford

    A corporate strategy article by Thunderbird students By Anne Campeau, Elizabeth Clark, Jay Jacobsmuhlen, Kyle Scott and Chad Winters

    The future of the automobile clearly does not favor the traditional combustible engine. Can Ford adjust and prosper in the new global green environment?


  • Aug 20, 2012
    BP

    A corporate strategy article by Thunderbird students Timothy Houston, Timothy Mayberry, Adam Yestrepsky, Matthew Allred and Bhawin Khanna

    The changing environment of the upstream crude oil procurement industry and recent catastrophic accidents have created numerous issues for British Petroleum (BP). International oil companies such as BP face the challenge of entering markets which are dominated by national oil companies that receive subsidies from local governments and beneficial treatments. BP also has a tarnished public reputation driven by the Deepwater Horizon gulf oil spill, which makes global and domestic operation even more difficult. The recent disasters within the oil procurement industry also have driven tighter environmental regulations that require new approaches and techniques to crude oil isolation. BP has developed a comprehensive program to tackle these new hurdles for its upstream oil procurement division. This plan is known as “Project 20K” and involves new technology, unique approaches to regulations, and new business strategies.


  • Aug 19, 2012
    Southwest Airlines

    A study of the current and future state of growth and acquisition strategy, by Thunderbird students Manash Banerjee, Owen Chen, Chris Hardesty, William Keller and Dustin Ward

    “If the Wright Brothers were alive today, Wilbur would have to fight Orville to reduce costs.” — Herb Kelleher, founder of Southwest Airlines

    Southwest Airlines (SWA) transports more passengers (101M) than any other US carrier while maintaining an 80%+ on-time performance rate. Further, SWA recorded its 39th consecutive year of profitability1 – a remarkable accomplishment for a company that previously did not fly outside of Texas and especially considering the general turmoil and collapse of the airline industry as a whole. SWA is known for its committed approach to short-haul, point-to-point service with “no frills”. Nevertheless, the question for the future is – how can SWA continue its low-cost advantages and current operational strategy to achieve successful growth targets? In other words, where is the next blue sky for SWA?

    Strategic Challenges for SWA in the Current State


  • Aug 19, 2012
    Caterpillar

    A corporate strategy article by Thunderbird students Shen-Chun Lin, Aimee DeGrauwe, Eli Darby, Monica Willbrand, Raymond Caruso and James Moore

    CSR: The Reputation Necessity


  • Aug 19, 2012
    Embraer

    A corporate strategy article by Thunderbird students Mitch Epstein, Chad Bonfiglio, Trudy Sharp, Edgar Khachatryan and Alyssa Watt

    Embraer, a Brazilian aircraft manufacturing company, flew into a lead role in the regional jet industry. With a tagline of “For the Journey,” Embraer faces significant pressure and competition.  In order to maintain and extend its lead in the industry, Embraer will have to build on its unique history and push harder and deeper into strategic relationships and innovations.

    National Champion

    Embraer’s unique relationship with the Brazilian government has positioned the company well to continue pursuing its lead in the regional aircraft market.  When the Brazilian government was looking for a national champion in the late 1960s, in the airplane manufacturing sector, it created its own “mixed enterprise.”  Created in 1969 as a joint venture, shareholders and the Brazilian government formed Empresa Brasileira de Aeronáutica, better known as EMBRAER.


  • Aug 19, 2012
    Boeing

    A look into the turbulent flight path that lies ahead, by Thunderbird students Alexander Espiritu, Robert Grimes, Carlos Flores, Brian Long and Arturo Furones Seco

    As one of the two giants in the commercial aircraft industry, Boeing Commercial Airplanes (BCA) currently dominates a significant portion of the commercial aircraft market.  However, as that market continues to evolve, BCA faces a number of critical strategic issues; how the company chooses to deal with them will determine whether or not the company succeeds in maintaining a tight hold on its market share and future profits.  Amongst these strategic issues, the most serious challenges to BCA’s future operations are the new entry of additional competitors to the industry, supplier and partnership relationships, and relations between the company and its labor force.


  • Aug 19, 2012
    Crystal Ball

    A corporate strategy article by Thunderbird students A. Andrikopoulos, L. Del Bianco, S. Golliher, I. Perez and K. Singh

    As the movie rental industry evolves, what’s next for movie rental kiosks?

    How many Americans have never seen a movie with a crystal ball or some tea leaves? Movies are replete with clairvoyant seers peering into the future. Harry Potter’s Professor Trelawney predicts the eventual demise of Voldemort or Harry. Precogs in the Minority Report have visions of crimes before they happen. Sandra Bullock’s character in Premonition is forewarned of her husband’s imminent death with lifelike visions. The companies that rent these same movies could certainly use such tools and talents to fully understand the future of the movie rental industry which has drastically changed in the last few years with the advent of recent technological advances for online streaming.


  • Aug 06, 2012
    google

    A corporate strategy article by Thunderbird students Eric Chown, Mike Grey, Nicholas Kincaid, Steve McCaa, Charles Midthun and Srikanth Venkatasubramanian


  • Aug 05, 2012
    coca-cola

    The recent decision of India’s parliament to allow 100 percent foreign ownership of companies in India is big news to many multinationals that have been dying to get in on the action in the world’s second most populous market, and the massive Coca-Cola Company is no exception. Indeed, with a full re-entry to the country it abandoned in the late 1970s, there’s essentially no corner of the world that will now be without the seemingly ubiquitous white-on-red script of the most successful soft drink in history. But one other major region has given Coke headaches since at least the early 1960s, and going there today one might be hard pressed to find the classic can for sale. Indeed, Coca-Cola has faced a number of challenges in the Middle East, but learning how to turn them into opportunities there could teach the soft drink giant some important lessons it will need for success in India.

    Issues with Israel


  • Aug 05, 2012
    Boeing

    A corporate strategy article by Thunderbird students  Amanda Bhatia, David Freeman, David Wilson, Geoffrey Christanday, Jennifer Mousseau and Matthew Larson

    As China’s economy develops, so do the prospective opportunities for foreign firms eager to sell their goods and services to these new Chinese customers.  However, many multinational corporations have already tried and failed – and yet – what makes these MNC’s keep coming back?


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