L4M5試験無料問題集「CIPS Commercial Negotiation 認定」

A. Determining your BATNA

B. Developing scenarios around possible options

C. Recognising TOP's needs and wants

D. Defining overarching objectives

A. Personal appeal

B. Coalition

C. Inspirational appeal

D. Rational persuasion

A. Interrelate issues easily and make quick decisions

B. Friendly and accessible

C. Assertive

D. Methodical

A. 2 and 3 only

B. 1 and 3 only

C. 1 and 2 only

D. 2 and 4 only

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

B. No, because tactical ploys will be more effective with integrative approach

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

D. Yes, because tactical ploys will help to gain insights into the other party's interests

A. No, value analysis is a very technical process that requires the expertise of engineering and financial analysts

B. Yes, the role of purchasing is to add value to the purchase, and therefore every purchase requisition must go through a team value analysis

C. Yes, value analysis is the single most important responsibility of procurement in the processing of repeat requisitions

D. No, purchasing can negotiate other details of the purchase requisition even where value analysis is absent

A. Advantage gained from uncomfortable negotiation environment is likely to last long after the negotiation

B. There is no ideal negotiation environment in real life

C. The room layout can be seen as a source of tactical advantage

D. Home advantage should not be exploited to win a temporary advantage

A. Keep satisfied

B. Key player

C. Keep informed

D. Minimal effort

A. The amount of revenue that remains after subtracting costs directly associated with production

B. The production level at which total revenues for a product equal total expenses

C. The incremental money generated for each product/unit sold after deducting the variable costs

D. The difference between current or forecasted sales and sales at the break-even point

A. To aid detailed pre-meeting data gathering and analysis

B. To be able to confidently walk away from an unfavorable deal

C. To facilitate information sharing between both parties

D. To reduce financial and logistical risk for both parties

A. Marginal costing

B. Absorption costing

C. Activity-based costing

D. Cost plus costing

A. Role ethics

B. Framing and reframing

C. Pacing and leading

D. Ratification

E. Validation

F. Anchoring

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

B. No, this approach requires honest and open discussion

C. Yes, the buying organisation must maximise its gain, even at the detriment of the other party

D. No, holding back information will prompt the supplier gain higher negotiation power

A. Yes, the process will be opened up to many suppliers and therefore will result in a cheaper price for the pens

B. No, competitive bidding should only be used when the value justifies the time spent on the process

C. Yes, as all procurement processes should go through competitive bidding to achieve the best value for money

D. No, competitive bidding should only be used in public sector organisations