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Examples
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As the different pieces of the strategy fell into place, Furz expected a dramatic increase in market share and then profits.
The Manager as Negotiator Bargaining for Cooperation and Competitive Gain DAVID A. LAX 1986
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Along the way, Furz had made enemies at London headquarters, especially among those whose strong direct links with their functional counterparts in the many South American subsidiaries would be severed by his proposed reorganization.
The Manager as Negotiator Bargaining for Cooperation and Competitive Gain DAVID A. LAX 1986
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Though Bob Furz took some steps toward implementing his new strategy, he needed to obtain the more wholehearted cooperation of key South American players to act in accord with his policies.
The Manager as Negotiator Bargaining for Cooperation and Competitive Gain DAVID A. LAX 1986
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Bob Furz had carefully negotiated the new strategy with an attractive vision of the end result.
The Manager as Negotiator Bargaining for Cooperation and Competitive Gain DAVID A. LAX 1986
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Furz had taken some steps toward implementing his new strategy, yet he needed better cooperation from key South American players.
The Manager as Negotiator Bargaining for Cooperation and Competitive Gain DAVID A. LAX 1986
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Or, recall the case of the Bob Furz who “sold” a new South American strategy to world headquarters in London.
The Manager as Negotiator Bargaining for Cooperation and Competitive Gain DAVID A. LAX 1986
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Furz then began to make enormous profits and soon took over many of his former competitors and added their volume to his base, further solidifying his position.
The Manager as Negotiator Bargaining for Cooperation and Competitive Gain DAVID A. LAX 1986
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Furz was well aware that tossing off orders right and left would bear little fruit.
The Manager as Negotiator Bargaining for Cooperation and Competitive Gain DAVID A. LAX 1986
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Bob Furz had carefully negotiated the new strategy by painting an attractive picture of the end result.
The Manager as Negotiator Bargaining for Cooperation and Competitive Gain DAVID A. LAX 1986
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Yet with the rest of the staff enthusiastic about the changes, Furz could tempt the technical people with significant technical challenges: to design and engineer models for each country leading toward the task of a more universal design.
The Manager as Negotiator Bargaining for Cooperation and Competitive Gain DAVID A. LAX 1986
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