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About Connection

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We've developed a comprehensive portfolio of IT solutions and services based on your unique needs—and we haven't stopped innovating. Our company's mission is to connect people with advanced technology solutions to enhance growth, elevate productivity, and empower innovation. It's time for our brand name to reflect the full scope of our capabilities—the promise of our future as well as the successes of our past.

The entire family of PC Connection, Inc. Emphasizing elements of our trademark symbol, the "blue arc," this new brand represents our organization's strength, the unity of our 2,strong workforce, and their passion for connecting people with the high-quality technology solutions they require to both meet their everyday IT needs and solve their complex technology challenges.

Connection is more than a name. It is who we are. It is what we do. We connect people with technology. To learn more about this exciting change and to discover how we can help you connect with the right technology, visit Connection. It appears your Web browser is not configured to display PDF files. Gifting of the Kindle edition at the Kindle MatchBook price is not available.

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Set up a giveaway. Observe the emotions of the other party, and try not to respond in kind if the discussion becomes "heated. People are seldom "difficult" just for the sake of it, and almost always there are real and valid differences sitting behind conflicting positions. The way that each person sees the issue may be influenced by many factors, such as their values, beliefs, status, responsibilities, and cultural background.

Try to keep the conversation courteous and avoid attributing blame. Once everyone knows that their interests have been considered, they are more likely to be receptive to different points of view.

For example, if you're negotiating with your boss to get more resources for your team, consider that he may be under pressure to reduce costs. If you look beyond your two positions, you may find that you have a common interest, such as increasing your team's productivity. By now, each side will likely have a better understanding of the other's interests, and a solution might be obvious. You may even be on the verge of agreement. If not, stay open to the idea that a completely new position may exist and use the negotiation process to explore your options.

To return to our example, let's say that you've identified increased productivity as a mutual interest, but your company can't afford new staff or equipment. You could see this as an opportunity to assess working practices, training opportunities, and inexpensive ways to increase efficiency.

This isn't just "setting out the facts," as different underlying needs, interests, opinions, and goals can cause people to interpret facts differently, or cause you to select only those facts that support your position. For example, during an interdepartmental negotiation in your company about the launch date of a new product, you become convinced that rushing it to market as early as possible is the best option. It would also give your marketing team more time to prepare a campaign.

Try to agree on a set of objective criteria that provide a framework for your discussion. These could include measurements such as legal standards, market value, a mission statement, or contractual terms.

Agreeing on standards demonstrates shared values, and a commitment to reaching an agreement. Returning to our first example, both you and your boss could agree on a budget as a basis for discussion regarding more resources for your team, and proceed on the basis that any changes must be made within these financial limitations. This is not the same as a "bottom line," which is a fixed position that can limit your options and may prevent you from discovering a new course of action.

Instead, think through what might happen if the negotiation doesn't achieve your desired result, and select the most attractive alternatives.

Evaluate these alternatives and at the end of that process, the most promising alternative solution is your BATNA. Returning to our example, if you start the negotiation with a "bottom line" demand for two extra departmental staff members, and your company refuses, the negotiation falls at the first hurdle.

However, if you started with this request, but your BATNA was to achieve a commitment to training and updated software, you'd be in a better position to get a good result. You can read more about preparing for a negotiation in our article, Essential Negotiation Skills. You can also learn how to avoid some of the pitfalls of sealing a deal by reading our article 10 Common Negotiation Mistakes.

In a negotiation where you don't expect to deal with the person concerned again, and you don't need their continued goodwill, it may be appropriate to seek a "bigger piece of the pie" for yourself.

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