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| Section | Weight | Objectives |
|---|
| Understand key approaches in the negotiation of commercial agreements with external organisations | 35% | - Power dynamics in negotiation
- 1. Relationship types and their effect on negotiation
- 2. Sources of power and influence
- 3. Impact of power balance on outcomes
- Types of negotiation approaches
- 1. BATNA, target setting and reservation price
- 2. Collaborative / integrative (win-win)
- 3. Distributive / competitive (win-lose)
- 4. Pragmatic and principled negotiation styles
- Application of commercial negotiations in procurement and supply
- 1. Sources and management of conflict
- 2. Definitions and purpose of commercial negotiation
- 3. Position within the CIPS procurement cycle
- 4. Team and stakeholder management in negotiation
|
| Understand how commercial negotiations should be undertaken | 30% | - Tactics and influencing methods
- 1. Managing concessions and deadlocks
- 2. Persuasion and influencing techniques
- 3. Cultural and ethical considerations
- Communication skills
- 1. Active listening and questioning
- 2. Non-verbal communication and emotional intelligence
- Stages of negotiation
- 1. Opening, exploring, bargaining, closing and implementing
- Review and improvement
- 1. Documenting agreements and lessons learned
- 2. Evaluating results and performance
|
| Know how to prepare for negotiations with external organisations | 35% | - Economic and market factors
- 1. Market structure and competition
- 2. Inflation, exchange rates and risk factors
- 3. Supply and demand conditions
- Planning and resources
- 1. Information gathering and market intelligence
- 2. Team roles and preparation plans
- Negotiation criteria and objectives
- 1. Defining measurable outcomes
- 2. Prioritising issues and trade-offs
- Cost and price analysis
- 1. Cost modelling and price analysis techniques
- 2. Types of costs and pricing structures
|
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CIPS Commercial Negotiation Sample Questions (Q280-Q285):
NEW QUESTION # 280
Maria has adopted an adversarial style relationship with her stationery supplier. This relationship style can be characterised by which of the following? Select the TWO that apply.
- A. Requirement to secure quality of supply
- B. Degree of mutual commitment
- C. Requirement to exceed expectations
- D. Minimal sharing of information
- E. Use of power to seek the best possible deal
Answer: D,E
Explanation:
An adversarial relationship is characterized by a competitive, often zero-sum approach where:
Minimal sharing of information (A): In adversarial settings, there is limited transparency as each party prioritizes its interests.
Use of power to seek the best possible deal (D): Power dynamics are leveraged to gain favorable terms, often at the expense of the other party.
This style typically lacks collaboration and mutual commitment, focusing instead on short-term gains rather than building a partnership, as described in CIPS resources on adversarial relationships.
NEW QUESTION # 281
Economic growth can be measured by...?
- A. GDP
- B. SBLI
- C. The CPI
- D. The PPI
Answer: A
Explanation:
Gross Domestic Product (GDP) is the monetary value of the goods and services manufactured or supplied in a financial period. In general terms, when the GDP rate falls or slows down, there will be a fall in demand forgoods and services demanded in the economy, with a fall in firms' revenue and profit margins. When GDP is rising, there will be an increase in demand.
Consumer Price Index (CPI) is weighted measurement that evaluates the average cost of a basket of goods bought by a consumer.
Producer Price Index (PPI) is average changes in prices that a producer receives in return for its goods or services.
Small Business Lending Index (SBLI) is an indicator of small business lending trends.
NEW QUESTION # 282
Macroeconomics can have an impact on commercial negotiations. Is this statement correct?
- A. No, because these considerations only affect the buyer
- B. Yes, because factors such as inflation might influence pricing decisions
- C. No, because these macroeconomics can be discussed and addressed with a WIN/WIN (integrative) strategy
- D. Yes, because sales volumes are a key factor in the discussions
Answer: B
Explanation:
Macroeconomic factors like inflation, interest rates, and currency fluctuations can significantly affect pricing and contractual terms. Buyers and suppliers must account for these factors during negotiations, particularly in long-term or high-value contracts.
Reference: L4M5 Commercial Negotiation 2nd edition (CORE), Section 2.2 - Economic Environment in Commercial Negotiation
NEW QUESTION # 283
Which of the following are examples of variable costs?
- A. 3 and 4 (Raw materials expenditure and Delivery costs for materials)
- B. 1 and 4 (Building and site rent and Delivery costs for materials)
- C. 1 and 3 (Building and site rent and Raw materials expenditure)
- D. 2 and 3 (Annual insurance premium and Raw materials expenditure)
Answer: A
NEW QUESTION # 284
A procurement manager (PM) is preparing for a negotiation with a supplier. The PM is keen to find a way to reach an agreement with the supplier. The PM is exploring variables that they might be able to trade with the supplier, to encourage them to reduce their price. In particular, the PM is focusing on any variables that are of low value to their own organisation but could be of interest to the supplier. Their preparation focus is on which of the following aspects?
- A. Potential objections
- B. Preparing an opening statement
- C. Closing techniques
- D. Bargaining mix
Answer: D
Explanation:
The correct answer is Bargaining mix. The bargaining mix refers to the full range of variables that can be negotiated, such as price, delivery schedules, payment terms, volumes, warranties, contract length, or service levels. According to CIPS guidance, effective negotiators identify elements that are of low value to themselves but high value to the other party, as these can be traded to gain concessions on priority issues like price. This approach supports value creation rather than positional bargaining and is central to both distributive and integrative negotiation preparation. The PM's focus is therefore not on objections, opening statements, or closing techniques, but on structuring tradeables in advance to enable flexible and constructive bargaining.
Reference: CIPS L4M5 Commercial Negotiation (CORE), 2nd edition - LO 2.2: Preparing for negotiation, bargaining mix and tradeables.
NEW QUESTION # 285
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