EFFICIENT CIPS L4M5 COMPLETE EXAM DUMPS AND NEWEST NEW L4M5 TEST TUTORIAL

Efficient CIPS L4M5 Complete Exam Dumps and Newest New L4M5 Test Tutorial

Efficient CIPS L4M5 Complete Exam Dumps and Newest New L4M5 Test Tutorial

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Tags: L4M5 Complete Exam Dumps, New L4M5 Test Tutorial, L4M5 Vce Exam, L4M5 Reliable Dumps Files, Latest L4M5 Test Fee

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Our Commercial Negotiation (L4M5) exam questions are being offered in three easy-to-use and compatible formats. This L4M5 exam dumps formats offer a user-friendly interface and are compatible with all devices, operating systems, and browsers. The Lead2Passed Commercial Negotiation (L4M5) PDF questions file contains real and valid CIPS L4M5 exam questions that assist you in L4M5 exam dumps preparation and boost the candidate's confidence to pass the challenging Commercial Negotiation (L4M5) exam easily.

CIPS L4M5 Exam covers a broad range of topics, including negotiation planning and preparation, the negotiation process, and post-negotiation activities. It also delves into the psychology of negotiation, exploring the various tactics and strategies that can be employed to achieve successful outcomes. Candidates will be tested on their ability to analyze complex situations, identify the interests of all parties involved, and develop effective negotiation strategies that meet the needs of all stakeholders.

CIPS Commercial Negotiation Sample Questions (Q137-Q142):

NEW QUESTION # 137
Which of the following should be done when undertaking a reflection activity on negotiation? Select TWO that apply.

  • A. Be overly modest about your contribution to the outcomes of negotiation
  • B. Be honest and objective about your skills
  • C. Use generalised or ambiguous language when describing your strengths and development areas
  • D. Gloss over areas where you need to improve your skills or performance
  • E. Identify areas in your skill set where you need to improve

Answer: B,E

Explanation:
Giving positive group and individual feedback is easy, as is self-congratulation and, in many cases, it is hoped, this will be an accurate reflection on actual performance. When it comes to developmental or difficult feedback, it is only natural to want to move on and not reflect on the negative or developmental points, or why a negotiation did not achieve its objectives. But this is a mistake. The best learning opportunities come from reflection on what could be done better, and this can beachieved without blame, threat or condemnation.
Everyone and every team will make mistakes and/or have areas where they could have improved. Clearly, if every reflection session concludes that an individual or team keeps making the same mistake, then thereis a case to change roles or consider alternative approaches.
About Dos and Don'ts of reflection, you can refer here:
https://offices.depaul.edu/human-resources/employee-relations/Documents/Self%20Assesement.pdf


NEW QUESTION # 138
Which of the following are recognised techniques in contract negotiation? Select THREE that apply.

  • A. Ratification
  • B. Anchoring
  • C. Framing and reframing
  • D. Pacing and leading
  • E. Role ethics
  • F. Validation

Answer: B,C,D

Explanation:
The question asks about negotiation techniques which are not present in the book. In this question, there are only 3 recognised techniques:
- Framing and reframing: A frame is an assumption, or set of assumptions, that guides our attention and behavior. Reframing is the ability to identify and significantly change assumptions or perspectives. Framing has a significant impact on the effectiveness of negotiation outcomes and negotiator working relationships.
You can read more on framing and reframing here.
- Anchoring: Anchoring bias is well-known cognitive bias in negotiation and in other contexts. The anchoring bias describes the common tendency to give too much weight to the first number put forth in a discussion and then inadequately adjust from that starting point, or the "anchor." We even fixate on anchors when we know they are irrelevant to the discussion at hand. You can read more on anchoring here.
- Pacing and leading: Pacing and leading is a two-step lever of persuasion. First - You "match your pace" to the person you want to influence in as many ways as possible. You can do this by mimicking the way the person talks, stands, their appearance, etc. You can also mimic less tangible aspects like the way they act, or their emotional state. Second - Once you've set your pace with someone, lead them to whatever decision or behavior you want them to take! You can read more on pacing and leading here.


NEW QUESTION # 139
Which of the following are most likely to be the potential cultural differences that can make transactions with an international supplier more problematic that with local suppliers? Select TWO that apply.

  • A. Currency exchange fluctuation
  • B. The use and interpretation of body language
  • C. Incoterms and logistics difficulties
  • D. The importance of timescales
  • E. Payment mechanism

Answer: B,D

Explanation:
The question requires student to detect factors of cultural differences. Problems may occur on the international scene with such things as the importance of extending courtesy between cultures, the importance of timescales, the use of negotiating ploys, the sense of 'fair play', the use and interpretation of body language, the role of women in negotiations (or indeed, in business in general), the importance of status, the role of conflict, standards of dress and deportment and the readiness to ignore or copyright contract terms and conditions.
LO 3, AC 3.3


NEW QUESTION # 140
To buying organisation, savings can be achieved from different saving levers or tactics. Which of the following are means that deliver savings through optimising specifications?

  • A. Budget linkages
  • B. Part substitution
  • C. Value engineering
  • D. Compare total cost of ownership
  • E. Volume pooling

Answer: B,C

Explanation:
:
If driving greater value and efficiency from your supply base is your end, you should remember that there are many ways to do this without seeking to negotiate lower prices. Below are 7 types of saving levers:
Table Description automatically generated


NEW QUESTION # 141
A procurement professional is sourcing low value items. He conducts market analysis and realise that these items can be provided by many suppliers and switching cost between suppliers is relatively low. He also assume that the relationship between buyer and supplier will be transactional rather than long-term.
According to Thomas-Kilmann conflict model instrument, which of the following is the most appropriate style that the procurement professional should adopt when negotiating with these suppliers?

  • A. Competing
  • B. Avoiding
  • C. Compromising
  • D. Collaborating

Answer: A

Explanation:
:
According to Thomas-Kilmann conflict model instrument, there are 5 conflict management styles:
Graphical user interface, text, application, email Description automatically generated

In this scenario, the buyer's bargaining power is stronger than suppliers', and the relationship is transactional.
Therefore, to get the most preferable outcome, the procurement professional can take an assertive approach, while he doesn't need to co-operate closely with these suppliers. Competing will be the most appropriate approach to negotiation in this scenario so that the buying organisation can get a better deal.


NEW QUESTION # 142
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