L4M5 無料問題集「CIPS Commercial Negotiation」

（A）No, because Diana has put the markers down too soon

（B）Yes, because Diana's proposal is a fair trade for both parties

（C）No, because Diana should state exactly the increasing quantity

（D）Yes, because the negotiation should be done as quick as possible

（A）Exploring a disagreement to learn from each other's insights

（B）Seeking a quick middle-ground position

（C）Yielding to another's point of view

（D）Trying to win at any cost

（E）Trying to find a creative solution to current problem

（F）Resolving some conditions that would otherwise have them competing for resources

（A）159%

（B）67%

（C）33%

（D）50%

（A）Supplier conditioning

（B）Supplier selection

（C）Supplier appraisal

（D）Supply positioning

（A）Analyse the bargaining power

（B）Narrowing the range of solutions

（C）Using questions to elicit information

（D）Defining the constituents

（E）Understanding the other party

（F）Making as few concessions as possible

（A）MIL objectives are well established

（B）Underlying interests of TOP are overlooked

（C）Both parties focus on common interests

（D）Unachievable objectives were set up

（E）Buyer helps to create a co-operative atmosphere

（A）Rational persuasion

（B）Personal appeal

（C）Coalition

（D）Inspirational appeal

（A）Line of the best fits

（B）Differences in conflict management style

（C）Types of purchase

（D）Standard terms and conditions

（E）Differences in culture

（A）Involve a location-based team only

（B）Involve a larger team than the other party

（C）Involve a team of only senior managers

（D）Involve an appropriate cross-functional team

（A）Compromising

（B）Competing

（C）Avoiding

（D）Collaborating

（A）No, holding back information will prompt the supplier gain higher negotiation power

（B）Yes, the supplier must know what buyer wants and how to provide that even when the buyer is silent on these matters

（C）No, this approach requires honest and open discussion

（D）Yes, the buying organisation must maximise its gain, even at the detriment of the other party

（A）Focusing on positions

（B）Constant shadowing and oversights

（C）Emotional-based assessment

（D）Both parties understand each other's goals

（E）Conflict management skills

（A）Risk management

（B）Elasticity

（C）Exchange rate

（D）Customer tastes

（A）Firms in monopolistic competition face a downward-sloping demand curve

（B）A perfectly competitive industry has fewer firms.

（C）In perfect competition, firms produce slightly differentiated products

（D）Monopolistic competition has no barriers to entry

（A）Yes, because they will be irritants to long-term relationship

（B）Yes, because tactical ploys will help to gain insights into the other party's interests

（C）No, because tactical ploys strengthen the other party's position

（D）No, because tactical ploys will be more effective with integrative approach

（A）Win and keep business with SBL at any costs, even without profits

（B）Drop the business with SBL immediately

（C）Charge a higher price to compensate for all the pain SBL has put

（D）Hold on and keep SBL happy but make sure that the business is profitable

（A）The approach must be collaborative

（B）There will be regular structured negotiations

（C）There will be only limited negotiation

（D）The buyer should focus on wider costs and risk elements

（A）Fixed pricing arrangement

（B）Standard schedule of rates

（C）Cost reimbursable pricing arrangement

（D）Price adjustment mechanism

（A）Local community

（B）Customers

（C）Shareholders

（D）Media

（E）Government

（A）Yes, because all sources of power have similar effectiveness in every situation

（B）No, because only organisational power can be leveraged during a negotiation

（C）No, because each person has only one superior source of personal power

（D）Yes, because the good negotiator recognises his own power in a negotiation