Marathon negotiation case.
Characteristics of the parts and the process:
| Buyer | Seller | Process | Results |
| Informal | Lack of profesionalism | Lack of clarity in the agreement | Payment after 9 months of completion of the works |
| Promising but not fulfilled | Gives the buyer by his side | Lack of signed contract | Payment of 40% of the amount of the original proposal |
| Dishonest | Does work without having a signed proposal | Lack of a signed order form | Re jobs, by redefining scope |
| Change games continuously | Document all email communications | Lack of a signed proposal | Depletion of energy from both |
| Change scope | Has project history | Lack of definition of jobs | The relationship continues but no business, the customer is no longer interesting for the seller and vice versa |
| He does not know what he wants | Evidence that it has worked | Waste of time, resources. The power of the customer is much greater than that of the supplier |
Endless Marathon Trading Case
Characteristics of the parts and the process:
| Buyer | Seller | Process | Results |
| Dishonest | Lack of experience | No agreement was reached | Wear by the seller |
| Abusive | False expectations | Lack of information from other decision makers | Waste of time, resources, contacts |
| Good relationship | I thought that being American the client was formal for business | Lack of knowledge of client needs and culture | Bloodthirsty and exhausting process |
| I needed to meet people in the area since I came from another country and had no business contacts | It does not inquire why the negotiation did not move and went back and started again | Re-negotiations | Cartridge burned |
| American |
Robust trading case
Characteristics of the parts and the process
| Buyer | Seller | Process | Results |
| Clear needs | Detected customer needs | Proposal written and signed by both | An invitation to have coffee and two visits to the client's offices and an agreement was reached |
| He knew the reputation of the seller and his services | Detected the customer's decision makers | Clear definition of scope | Low energy, the sale was finalized and without negotiation of the proposal |
| Honest | It was prepared with a presentation and proposal tailored to the client's needs | Well defined delivery times and work schedule | Value perceived by the customer was as expected |
| Straight to the point | He made a presentation to the other executives of the company knowing what was worrying each | Well established payment schedule and proposal validity limit | Payments were made as scheduled |
| Open to change | Prepared with prior information | Weekly review of progress based on reports and defined deliveries | |
| American |
(Concepts taken from the second edition of the book Business Development by Dr. Habib Chamoun-Nicolás)
