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                           ═════════════════════
                                 D E M O S
                           ═════════════════════

 FUNCTION:
    The DEMOS option is presented here so that one of the appropriate
    demos may be selected.

    Demos may be viewed only.

                         ═════════════════════════
                         B U Y E R  /  S E L L E R
                         ═════════════════════════

 FUNCTION:
    Enter `B' if YOU are a Buyer or `S' if YOU are a Seller for
    this issue.

    (This determination is very important as it will affect the
    calculated EXPECTED NET and ACTUAL NET for both You and the
    Other Party.)

 RESULTS:
    Either the word BUY or SELL, in regards to YOU, will be displayed.

 RESTRICTIONS:
    ■ The Buyer/Seller field cannot be entered until the Issue Number is
      entered for that issue.

    ■ No other issue field can be entered until both Issue Number and
      Buyer/Seller are entered for that issue.



                     ═════════════════════════════════════
                     I S S U E   C O N C E N T R A T I O N
                     ═════════════════════════════════════


 FUNCTION:  Pre-planning the level of concentration to give to each issue
            can be a very important factor in determining your degree
            of success. This is especially true when the amount of
            total time available to complete the negotiation is
            limited. Ranking of the concentration level to apply to an
            issue is often largely based on the Value, Importance and
            Power rankings assigned to that issue, the complexity of
            the issue and the total time available.

            CONCENTRATION RANKING SCALE:

                80 - 100 = VERY HIGH
                60 -  79 = HIGH
                40 -  59 = MEDIUM
                20 -  39 = LOW
                 1 -  19 = VERY LOW


            KEY POINTS:

          ■ While it may be highly desirable to avoid certain issues it is
            often not possible to do so. Therefore, the preparation to
            negotiate `issues to avoid' must be especially thorough.

          ■ During the negotiation, you should usually avoid early
            emphasis on issues with a concentration ranking above 60.
            Such early emphasis is likely to identify the issues most
            critical to you, thereby weakening your position.



                    ═════════════════════════════════
                    I S S U E   D E S C R I P T I O N
                    ═════════════════════════════════


 FUNCTION: To identify and briefly describe each Issue, i.e.,
           the smallest significant portion of a project that can
           be separately negotiated.

           Identify every potentially relative issue - for both You and the
           Other Party. Do not judge the merit of these issues at this point.
           Include issues that you may want to avoid.

           Eliminate any issue which is clearly NOT significant to either
           You or the Other Party.

           Create a unique description to each Issue.

 KEY POINTS:

          ■ THERE'S POWER IN NUMBERS.  Successful negotiators identify and
            prepare as many issues as possible, this is also known as
            Itemization.  Increasing the number of issues increases your
            bargaining power, flexibility and control.

          ■ KEEP SEPARATE ISSUES SEPARATE. Avoid combining significant
            issues into one large issue. This will limit your flexibility
            and decrease your bargaining power. This is different than
            'packaging' a number of separate issues to be negotiated
            together.

          ■ IF YOU DON'T ASK FOR IT -- YOU WON'T GET IT!  By identifying and
            asking for more, you will usually get more (provided you don't
            lose credibility by asking for too much).

          ■ AVOID SURPRISE ISSUES.  Issues for which a negotiator has
            neglected to identify and prepare are often negotiated
            unsuccessfully.  Avoid surprise issues by brainstorming and
            roleplaying in order to anticipate all interests to both You and
            the Other Party.

          ■ SILENCE CAN BE GOLDEN. Avoid disclosing information that is
            significant or that is potentially damaging to a successful
            negotiated settlement or its implementation.

 RESULTS:
          Accurate, clear definitive descriptions will help you
          to efficiently locate, understand and articulate the
          issue to any team members and to the Other Party.


 EXAMPLE:
          Ship  units by Air Eagle, overnight mail.

                            ═══════════════════════
                            E X P E C T E D   N E T
                            ═══════════════════════


 FUNCTION: The Expected Net per Issue is automatically calculated
           as shown below:

             For a Buyer:  Authority Limit - the Expected Settlement.
             For a Seller: Expected Settlement - the Authority Limit.

       KEY POINTS:

          ■ For the expected net financial calculations to yield a
          meaningful number, all financially oriented entries in the
          Issue Expected Net column (Column 'i' ) on the PRO:SPANS
          Workform must be stated in the same financial unit of
          measurement, e.g., Present Value, price per pound, etc.
          Therefore, all financial values for a given project entered
          as Authority Limits and Expected Settlements must also be in
          the identical financial unit of measurement.

          ■ For some issues the Authority Limit and the Expected Settlement
            may be stated in non-financial units of measurement, e.g., in
            terms of quality, size, color, days delivery, etc. Such issues
            should be kept to a minimum since they cannot be included in the
            calculation of the Total Financial Expected Net.

 RESULTS:

    ■ All positive values are beneficial.

    ■ All negative values are detrimental.

 RESTRICTIONS:
    Expected Net will only be calculated if

       ■ Authority Limit is entered and numeric (monetary).

       ■ Expected Settlement is entered and numeric (monetary).


                     ═════════════════════════════════════
                     E X P E C T E D   S E T T L E M E N T
                     ═════════════════════════════════════


 FUNCTION:  The Issue Expected Settlement is the objective that you estimate
            to be realistically attainable for that issue (rather than 'target'
            objectives that you only hope to obtain). The rankings assigned to
            the issue items of Power and Concentration are often significant
            indicators of the Expected Settlement that can reasonably be
            specified.

       KEY POINTS:

          ■ CONSISTENT UNIT OF FINANCIAL MEASUREMENT:
               The issue's Expected Settlement item versus that issue's
               Authority Limit item equals the Expected Net for that issue.
               Therefore, the financial unit of measurement used in these two
               issue items must be identical.

          ■ ESTABLISH SINGULAR OBJECTIVES:
               Any given issue must have (with possible rare exceptions) one
               and only one significant objective. If an issue has more than
               one significant objective it virtually always can and should be
               divided into two or more separate issues.

          ■ ESTABLISH REALISTIC OBJECTIVES:
               Expected Settlement objectives should be set high, however,
               they must also be reasonable. Unreasonable objectives often
               weaken credibility and result in stalemated negotiations.
               Logically, the Expected Settlement must be equal to or greater
               than the Authority Limit. If it is concluded that the Expected
               Settlement is less than the Authority limit then the
               anticipated problem should be resolved (including changing
               the Authority Limit) rather than establishing an unrealistic
               objective.

          ■ ESTABLISH PRECISE OBJECTIVES:
               If the objective for the issue is in question, it is difficult
               for the negotiator to know if and when the issue objective has
               been achieved. Therefore, the objective should be stated such
               that the understanding of its intent is not only understandable
               but also difficult to misunderstand!

          ■ FOCUS ON THE OBJECTIVE:
               Unskilled negotiators often allow themselves to be distracted
               by discussions on minor aspects of the issue, rather than
               focusing on obtaining their issue objectives. This problem can
               be overcome by defining and concentrating on singular,
               realistic, precise issue objectives having a consistent unit of
               measurement.

          ■ FLEXIBLE OBJECTIVES:
               An Issue Expected Settlement objective, as new or better
               information becomes available, may be revised throughout
               the planning, role playing and negotiation phases. (Authority
               Limits should seldom be changed and then only with approval.)


 RESULTS:
    Modifying Expected Settlement will recalculate the Expected Net.


                        ═══════════════════════════════
                        I S S U E   E V A L U A T I O N
                        ═══════════════════════════════


 FUNCTION: Completion of this column, in terms of both You and the Other Party,
           by the negotiator(s) and/or his/her managers, is optional but
           advisable. Comments on the issue evaluation given, should be
           included in the Issue Notes section of the Pro:SPANS Workform.
           Significantly high or low issue performance ratings may indicate
           negotiation strategies that were particularly effective or
           ineffective. Such review and consideration may be very useful when
           selecting which strategies or tactics to use or avoid in future
           negotiations, especially when the same negotiators are
           involved.

       EVALUATION RANKING SCALE:

                  100 = EXCELLENT
             80 -  99 = VERY HIGH
             40 -  79 = SATISFACTORY
             20 -  39 = POOR
              1 -  19 = UNSATISFACTORY

      KEY POINTS:
         Evaluation may be based on any rationale judged appropriate, however,
         when determining the Evaluation you may wish to take each of the
         following issue items into account for the following reasons:

            ■ VALUE:
                 Value, although reflected in Importance, is essential to
                 consider since it indicates the objective value of the issue.

            ■ IMPORTANCE:
                 Importance provides both the objective and subjective need
                 for the issue.

            ■ POWER:
                 Power a measure of your objective and subjective
                 positions  and an indicator of ability to successfully
                 settle on the issue.

            ■ AUTHORITY LIMIT:
                 This field is probably the most important item aside from the
                 Actual Settlement itself. Authority Limit can determine the
                 extent of your flexibility and thus your creativity.
                 Ultimately it can be used to help gauge the success of your
                 negotiated settlement.

            ■ EXPECTED SETTLEMENT:
                 The Expected Settlement indicates where the settlement was
                 anticipated to occur.

            ■ EXPECTED NET:
                 Expected Net reflects the monetary amount over (or under) the
                 Authority Limit. Positive values indicate beneficial
                 settlements, while negative values indicate detrimental
                 settlements.

                 In the context of Composite Authority Limits (available by
                 pressing 'F4') the Evaluation of a particular issue should
                 be weighted with your Strategy & Tactics and any other
                 relative information for that issue.

            ■ INITIAL POSITION:
                 The settlement may reflect directly or indirectly on how
                 Initial Position was set.

            ■ ACTUAL SETTLEMENT:
                 Possibly the most important issue item in determining the
                 Evaluation entry. Unlike any of the other fields, Actual
                 Settlement is not an estimate nor is it calculated from an
                 estimate. Thus, it becomes the 'control' against which all of
                 the other fields can be measured.

            ■ ACTUAL NET:
                 This can be a very useful tool in determining what monetary
                 gains or losses resulted from the settlement. Again, when
                 using the Composite Authority Limits the evaluation should be
                 weighted with your Strategy & Tactic for that issue.

         Effective, skilled negotiation does not mean that the Expected Net
         or any other objective of an issue must be met or exceeded. Only those
         issues having an authority limit based on an absolute 'must have'
         importance rating have an inflexible 'bottom line'.

         Therefore, issue performance evaluation must include more than the
         consideration of simply whether the original issue Expected Net was
         met or exceeded, i.e., the rating must also consider whether
         justification existed to settle an issue for less than its Expected
         Net or other designated objective.

         In the final analysis, what is usually most important is the overall
         outcome of all the issues, the negotiation of the entire project. To
         help in that evaluation, Pro:SPANS provides the Totals Window which
         summarizes some of the key fields for any and all of the appropriate
         issues.


 RESULTS:
    It is Pro:SPANS intent that the evaluation be used to indicate
    strengths to build on and weaknesses that can be improved in order to
    improve your negotiation methods.

    It should also reveal the Other Party's weaknesses which then become
    opportunities and their strengths which you may need help to overcome.


 REMARKS:
    Explanations and comments for the evaluation should be included in the
    Issue Notes or in a separate Pro:Text document.


 EXAMPLE:
   Of Weighted Evaluation using a Composite Authority Limit:

      Ordinarily a negative Actual Net would be poor or unsatisfactory.

      Suppose however, that the issue belongs to a Composite Authority Limit
      and that the issue (relatively unimportant and insignificant in value to
      You) is traded for a greater issue (of high importance and of great
      value to You). This would result in a negative Actual Net.

      The negative Actual Net results from it being sacrificed for the greater
      good of the project rather than because it was poorly negotiated. It
      should therefore receive a satisfactory or better evaluation.



                         ═════════════════════════════
                         C O P Y   I S S U E   H E L P
                         ═════════════════════════════

   After exiting this help window:

 1)  Press <Ctrl><F8>.

 2)  Enter the Old and New Issue Numbers as requested.

     (The Issue will be copied to the first blank Issue Position.
      Move Issue command may then be used to relocate copied issue.)

                                                                <Esc>: Exit

                           ═══════════════════════
                           D E L E T E   I S S U E
                           ═══════════════════════

 1) Press <Ctrl><F10>.

 2) Enter the Issue Number to delete.

    Pro:SPANS will identify the issue by causing it to blink and
    will then ask:

       "Delete Blinking Issue (Y/N):  "

    If the response is Y, the Issue will be erased from the project and the
    remaining issues will be realigned to compensate for the deleted issue.


                             ═══════════════════
                             G O T O   I S S U E
                             ═══════════════════

    Pro:SPANS will prompt you to enter the Issue Number to go to:

       "Go to Issue Number:   "

    Issue Numbers must be entered as they appear in the Issue Number field.
    If the Issue Number is not found Pro:SPANS will beep and discontinue the
    `Go to' command.

                        ═════════════════════════════
                        M O V E   I S S U E   H E L P
                        ═════════════════════════════

  After exiting this help window:

    1) Place the cursor on the Issue No. to be moved and press <Enter>.

    2) Place the cursor on the Issue No. of the desired location
       and press <Enter>.

                                                                  <Esc>: Exit


                      ═══════════════════════════════
                      I S S U E   I M P O R T A N C E
                      ═══════════════════════════════


 FUNCTION:  To Rank the relative importance of each issue for You and the
            Other Party.

    FIELD APPLICATION:
       Ranking Issues by importance, in combination with Value, Power, etc.,
       often identifies issues that can advantageously be negotiated. It also
       provides valuable information to determining your Strategy & Tactics.

       It is important not to confuse Value, which indicates a specific or
       ranked monetary value, with Importance which ranks the issue's
       objective and/or subjective priorities.

       IMPORTANCE RANKING SCALE:

                100  =  MUST HAVE
           80 -  99  =  VERY HIGH
           60 -  79  =  HIGH
           40 -  59  =  MEDIUM
           20 -  39  =  LOW
            1 -  19  =  VERY LOW
           -1,-2,-3  =  AVOID

       ISSUE TYPES:

        MUST HAVE ISSUES:
          The Must Have (100) designation indicates that no settlement is
          possible unless all Must Have issues are settled.

          Be careful not to over use the 100 ('must have') importance
          ranking. Negotiations which are 'top-heavy' are less
          flexible, and often result in a marginally successful agreement
          or no agreement at all.

        GIVE ISSUES:
          You may want to consider some issues (usually ranked from 1 through
          39) as Give issues. These issues require no immediate or
          direct compensation in return and are usually bestowed early
          in the negotiation. Such issues are given to create goodwill and
          trust, thereby increasing the likelihood that the Other Party
          will be influenced toward being more open, more flexible, etc.,
          on issues of greater importance to you.

          Prior to giving away a Give issue, use questioning and probing
          techniques to establish and emphasize that issue's value to the
          Other Party.

       SWEETENER:
          A Sweetener issue is a special type of Give issue. It is usually
          held in reserve to give as an incentive to the Other Party to
          achieve favorable settlement on an issue or issue(s). It may
          also be offered as an incentive to promote efficient implementation.

       TRADE ISSUES:
          Issues (usually ranked between 1.0 and 3.9) which are designated
          to potentially trade for issues of greater importance and/or
          to achieve a greater net income.  The more Trade issues you have,
          relative to higher ranked issues the greater your flexibility, thus
          allowing the negotiator to be more creative and effective.

 REMARKS:
    Proper Importance ranking will help you determine the Issue's Power,
    Concentration, Authority Limit, Settlement and Strategy & Tactics.


                  ═══════════════════════════════════════════
                       I N I T I A L   P O S I T I O N
                  ═══════════════════════════════════════════


 FUNCTION:
       Normally, in order to allow flexibility for possible 'bargaining'
       concessions, the Initial Position should be set at a point
       significantly more advantageous than would be yielded by the Expected
       Settlement (i.e., significantly higher than the Expected Settlement
       for a Seller and significantly lower than the Expected Settlement
       for a Seller).

       Initial Positions should not be set so high or low that credibility
       is lost. Example: The 'retail' value is often used as a somewhat
       'credible' initial position that is significantly higher than the
       Seller expects to receive.

 REMARKS:
       Consult the information from the Posture (Value, Importance, Power and
       Concentration) and the other Case entries (Authority Limit, Expected
       Settlement and Expected Net) to determine the Initial Position.

 EXAMPLE:
    As a Seller, to obtain an Expected Settlement of $ 5,000 where your
    Authority Limit is to not sell below $ 4,700, you might set your Initial
    asking price at $ 5,250.
                    ═════════════════════════════════════
                    R E N U M B E R   I S S U E   H E L P
                   ═════════════════════════════════════

     After exiting this help window:

  1)  Press <Ctrl><F9> and enter the Issue No. to be renumbered.

  2)  Enter the new Issue No.

  3) If the Issue No. to be renumbered does not exist or the new Issue
     No. exists, Pro:SPANS will beep and no changes will be made.

      (The new Issue Number is displayed and the issue and its documents are
        re-referenced.)
                                                          <Esc>: Exit
                           ═════════════════════
                                 I S S U E
                           ═════════════════════

 FUNCTION:
    The ISSUE option is presented here so that one of the appropriate
    Issue options may be selected.  These are:

                         OPTION               KEYS
                         ──────           ────────────
                         GoTo              <Ctrl><F6>
                         Move              <Ctrl><F7>
                         Copy              <Ctrl><F8>
                         Renumber          <Ctrl><F9>
                         Delete            <Ctrl><F10>

                   ═════════════════════════════════════════
                   I S S U E   A U T H O R I T Y   L I M I T
                   ═════════════════════════════════════════


 FUNCTION:
    Authority Limit provides guidelines for an issue below which a Seller, or
    above which a Buyer, can not or will not normally settle. Initial approval
    and modifications of the Issue Authority Limit by others in the
    negotiator's organization is usually required.

       TWO TYPES OF ISSUE AUTHORITY LIMITS:

          1) Authority Limits involving mandatory issue requirements: For such
             issues, the mandatory requirement must be specifically described
             as part of the Issue Description or in the Issue Notes. In
             addition, the Importance Ranking previously selected would be 100
             ("must have"), indicating that there is a mandatory requirement
             associated with that issue (Therefore, an issue must have only
             one significant objective.) Mandatory Authority Limits must not
             be violated* without a great deal of consideration, plus the
             explicit approval of any other members of the negotiator's
             organization that may be involved.

          2) Authority Limits involving non-mandatory issue requirements: Such
             issues do not have absolute mandatory requirements. In this case,
             the Authority Limit serves only as an important guideline which
             will not be violated* unless the violation is required in order
             to achieve an advantageous concession by the other party.

                * whereby the actual issue settlement is inferior to that of
                  the issue's Authority Limit.

       KEY POINTS:

          ■ Whenever possible, always establish an issues Authority Limit in
            terms of the standard unit of monetary measurement for the
            project, e.g., price per pound, Present Value, etc.

          ■ Authority limits should seldom be changed after face-to-face
            negotiation begins and only with the consent of others who have
            been involved in establishing the Authority Limit.


       AUTHORITY LIMITS BASED ON A COMPOSITE PROJECT CRITERIA:
          To increase negotiating flexibility, a total composite project
          Authority Limit should often be considered and authorized, e.g.,

             "Any negotiated settlement of this project will be
             considered successful, provided that the objectives
             of all issues having an importance ranking of ____
             or higher are achieved and that the project yields
             a total net financial advantage of $____ or higher."


          PV COMPOSITE AUTHORITY LIMIT:
             When the inflow or outflow of money occurs at different periods
             in time, it is often important that a discounted financial
             criterion, e.g., Total Present Value (PV) Cost, be used to
             establish a composite Authority Limit.


          EXAMPLE: Demonstrating a flexible PV Composite Authority Limit.

             Assume that you, a Buyer, have been assigned to negotiate a
             contract with another party to solve a certain problem. Your
             composite Authority Limit is "Don't settle for a Total NPV Cost
             (based on a 20% hurdle rate) of more than $8,000."

             You have found an ideal solution to the problem, however the
             purchase price is $10,000, which significantly exceeds your
             Authority Limit. The Other Party refuses to lower its price,
             therefore settlement seems impossible.

             However, now assume that you negotiate an agreement that the
             $10,000 price will be paid to the Other Party via equal payments,
             including 10% interest, at the end of each of the next 5 years.

                The payments would be: A = P10,000 (A/P, 10,5) = $2,638

             Alt. 'B' is now acceptable, since your Total PV Cost would be:

                P = A2638 ( P/A,20,5) = $7,890

             Note: The successful negotiation described in the above example
                   was made possible by establishing a composite Authority
                   Limit in terms of a Total NPV Cost at the firm's 20% hurdle
                   rate.

 RESULTS:
    Expected Net, Actual Net and Total Net will (press `F4') be recalculated
    if Issue Authority Limit is modified.

 REMARKS:
    When possible use a total composite project Authority Limit to increase
    flexibility, potential creativity and ultimately probability for
    successful settlement.

 RESTRICTIONS:

    ■ The entry, if Numeric (monetary) must be between 0 and 9999999 inclusive.

    ■ If The entry is to be alphanumeric (non-monetary), the first character
      must be a 'V'.

                              ═══════════════════
                              A C T U A L   N E T
                              ═══════════════════


 FUNCTION:  The Actual Financial Net per Issue is automatically calculated:

                For a Buyer:  Authority Limit - the Actual Settlement.
                For a Seller: Actual Settlement - the Authority Limit.


       KEY POINTS:

          ■ For the financial calculations to yield a meaningful result,
            Authority Limit and Actual Settlement must be stated in the
            same financial unit of measurement, e.g., Present Value,
            price/pound, etc.

          ■ For some issues the Authority Limit and the Settlement may be
            stated in nonfinancial units of measurement, e.g., in terms of
            quality, size, color, days delivery, etc. Such issues should be
            kept to a minimum since they cannot be used in the calculation of
            the Actual Net.


 RESULTS:

    ■ All positive values are beneficial.

    ■ All negative values are detrimental.


 RESTRICTIONS:
    Actual Net will only be calculated if

       ■ Authority Limit is entered and numeric (monetary).

       ■ Actual Settlement is entered and numeric (monetary).

                           
                           ═══════════════════════
                           I S S U E   N U M B E R
                           ═══════════════════════

 FUNCTION:  To numerically identify an issue.

       An Issue is the smallest significant portion of a negotiation project
       that can be separately negotiated.

       Identify every potentially relative issue - for both You and the
       Other Party. Do not initially judge the merit of issues.
       Include issues that you may want to avoid.

       Eliminate any issue which is clearly NOT significant to either You or
       the Other Party.

       KEY POINTS:

          ■ THERE'S POWER IN NUMBERS.  Successful negotiators identify and
            prepare as many issues as possible, this is also known as
            Itemization.  Increasing the number of issues increases your
            bargaining power, flexibility and control.

          ■ KEEP SEPARATE ISSUES SEPARATE. Avoid combining significant
            issues into one large issue. This will limit your flexibility
            and decrease your bargaining power. This is different than
            'packaging' a number of separate issues to be negotiated
            together.

          ■ IF YOU DON'T ASK FOR IT -- YOU WON'T GET IT!  By identifying and
            asking for more, you will usually get more (provided you don't
            lose credibility by asking for too much.)

          ■ AVOID SURPRISE ISSUES.  Issues for which a negotiator has
            neglected to identify and prepare are often negotiated
            unsuccessfully.  Avoid surprise issues by brainstorming and
            roleplaying in order to anticipate all interests to both You and
            the Other Party.

          ■ SILENCE CAN BE GOLDEN.  Avoid disclosing information that is not
            significant or that is potentially damaging to a successful
            negotiated settlement or its implementation.


 REMARKS:

    You may desire to group related Issues using similar Issue Numbers.
    (See EXAMPLE below.)

    Issue Numbers need not be sequential or in numerically sorted order.


 RESTRICTIONS:

    ■ All Issues must be numbered between 0.1 and 99.9

 EXAMPLE: ( of creating a "group" of related issues via sub-issue numbers).

    Issue Number    Issue Description
    ═════════════════════════════════════
    12.0            Shipping Costs
    12.1              Packing Materials
    12.2              Shipper
    12.3              Shipping Method
    12.4              Shipping Insurance




                          ═════════════════════
                          I S S U E   P O W E R
                          ═════════════════════


 FUNCTION:  The power rating is based on an estimate of your perceived ability
            to achieve an advantageous settlement of a given issue versus that
            of the Other Party.

       POWER RANKING SCALE:

             80 - 100 = VERY HIGH
             60 -  79 = HIGH
             40 -  59 = MEDIUM
             20 -  39 = LOW
              1 -  19 = VERY LOW

       KEY POINTS:

          ■ Logically, the power rankings of You and the Other Party should
            offset, e.g., if You have High Power (60-79), then the Other Party
            would have Low Power (20-39).

            However, in practice, due to the different perceptions of the two
            parties, any combination of the power scale is possible, e.g.,
            You might rank your own power as Very High (78), while estimating
            that the Other Party perceives their power as High (60).

          ■ Often you will have more power than is obviously present. Creative
            thinking and a perception or mannerism that portrays or assumes
            power will usually increase the effective power available to you.
            Therefore, power rankings in the VERY LOW to LOW power
            ranges should seldom be initially assumed.


       POWER GUIDE:
          Importance and Value are two major issue items which should be
          considered when determining relative power rankings for an issue.


       OTHER SOURCES AND CONSIDERATIONS WHEN RANKING POWER:

          1) Information: Information, both verbally and non-verbally derived,
             will often influence the ranking of power. Example: Assume you
             have uncovered the fact that the Other Party has a critical time
             constraint. With this knowledge, you may gain power by scheduling
             such issues near the end of the time available.

          2) Preparation: Thorough preparation is often the key to creating
             power and an advantageous agreement. Using an organized system,
             such as that provided by the Pro:SPANS system, will normally
             greatly enhance your power.

          3) Attitude: The Other Party will often attribute more power to you
             if your attitude conveys a high level of preparation, dedication
             and knowledge.

          4) Staging: In some instances it may be possible to create power by
             altering the expectations of the Other Party. Certain events, set
             in motion prior to or in the early stages of negotiation, may
             favorably influence your negotiating power. Generating the image
             of power, via dress, location, mannerisms, etc., will also assist
             in setting a stage that creates power.

          5) Personal Needs and Interests of the Other Party: The individual
             negotiator(s) of the Other Party usually has specific personal
             needs and interests, e.g.: recognition for a successful
             settlement, possible raise or promotion, time constraints,
             reduced workload, etc. Often such information provides a means of
             increasing power.


              ═════════════════════════════════════════════════
               S O R T   I S S U E   B Y   A C T U A L   N E T
              ═════════════════════════════════════════════════

 FUNCTION:
    Allows you to sort all of the issues existing in the current project by
    their Actual Net.


 ENTRY:
    Pro:SPANS will prompt you for the party to be sorted for:

       "Sort Actual Net for 'D'ifference, or 'Y'ou, or 'O'ther Party:  "

    Appropriate entries are 'D', 'Y' and 'O'. Pro:SPANS then prompts you
    for the order to be sorted, i.e., if you selected 'D':

    "Sort Actual Net for Difference in 'A'scending or 'D'escending Order: "

    Appropriate entries are 'A' or 'D'.

       ═════════════════════════════════════════════════════════════════
         S O R T   I S S U E   B Y   A C T U A L   S E T T L E M E N T
       ═════════════════════════════════════════════════════════════════

 FUNCTION:
    Allows you to sort all of the issues existing in the current project by
    their Actual Settlement amount.

 ENTRY:
    Pro:SPANS will prompt you for the party to be sorted for:

   "Sort Actual Settlement for 'D'ifference, or 'Y'ou, or 'O'ther Party:  "

    Appropriate entries are 'D', 'Y' and 'O'. Pro:SPANS then prompts you
    for the order to be sorted, i.e., if you selected 'D':

 "Sort Actual Settlement for Difference in 'A'scending or 'D'escending Order: "

    Appropriate entries are 'A' or 'D'.






                ═══════════════════════════════════════════════
                I S S U E   S T R A T E G Y   &   T A C T I C S
                ═══════════════════════════════════════════════


 FUNCTION:  Strategy (plan) and tactics (methods of achieving the plan) are
            important negotiating skills which, if correctly selected and
            executed, will greatly increase the potential for an advantageous
            settlement.

            The previous Preparation Flow Diagram Steps, and a comparative
            analysis of the issue rankings or value assigned to each issue
            item for You and the Other Party are major factors in identifying
            the most appropriate strategy and tactics, including:

          ■ INDIVIDUAL versus TEAM NEGOTIATIONS:
               Some strategies and tactics are more suitable for team
               negotiations, while others lend themselves to the individual
               approach.

          ■ ANALYSIS of the OTHER PARTY:
               Your knowledge of the experience, negotiating skills,
               negotiating style, etc., of the Other Party is often a primary
               factor in selecting the most effective strategy and tactics.

          ■ POWER:
               Excessive or blatant usage of power often prevents an
               advantageous negotiated settlement plus damage or preclude
               implementation and long-term relationships. Conversely, you
               often have more power than you think. Creative thinking and an
               image of self-confidence (but not overbearing), plus an
               appropriate selection of strategy and tactics will usually
               greatly increase your power.

          ■ OBJECTIVES:
               A strategy / tactic should be chosen which concentrates on and
               best increases your potential to equal or exceed the Expected
               Settlement of your most important issues.

          ■ IMPORTANCE:
               The comparative rankings of Importance, especially when the
               rankings are significantly different for you and the Other
               Party, is a very important factor in identifying effective
               strategy and tactics.

       KEY POINTS:

          ■ AVOID BECOMING UNKNOWINGLY PREDICTABLE:
               Successful employment of specific strategies / tactics may
               result in their over application and habitual use by the
               negotiator. The Other Party, upon noting such habitual use,
               can anticipate and take appropriate measures to counter or
               take advantage of same.

               The use of untried strategies and tactics serves to broaden a
               negotiator's skills. Also, the element of unpredictability may
               more than compensate for any loss of effectiveness due to
               using new negotiation methods.

          ■ IDENTIFY PATTERNS USED BY THE OTHER PARTY:
               The ability to negotiate a successful settlement is often
               greatly enhanced by learning the habit patterns, both verbal
               and non-verbal, of the Other Party.

               When team negotiations are involved consider designating one
               team member to analyze the habits of the Other Party.


 RESTRICTIONS:
    The S&T field is limited to 70 characters of any type. If additional
    description of the S&T field is required, the description can be
    continued in the Issue Notes using Pro:TEXT.

 EXAMPLE:

    TRADE ISSUES:
       Issues ranked in the importance range of 1 to approximately 50
       should be regarded as potential issues to be traded with the Other
       Party in order to achieve an advantageous net outcome. The more "Trade"
       issues you have, relative to higher ranked issues, the more flexible
       and effective you can be. Therefore, it is usually better not assign
       an importance range of 60 or higher to an issue unless
       doing so is well justified.

    GIVE ISSUES:
       Consider designating some issues, ranked in your importance range of
       1 to approximately 39, versus a higher ranking for the Other Party,
       as potential 'give' issues. 'Give' issues, require no immediate or
       direct compensation in return and are granted to create goodwill
       and trust, thereby increasing the likelihood that the Other Party will
       be influenced toward being more open, flexible and accommodating.

    SWEETENER ISSUES:
       A "Sweetener" issue is a special 'Give' issue which is often held in
       reserve to give as an incentive to the Other Party to agree on a
       settlement of the project in your favor. If the Sweetener is not
       required to reach agreement it may then be offered to promote good long
       term relations or held in reserve for use in the future.


                   ═══════════════════════════════════════
                       S O R T   B Y   B U Y / S E L L
                   ═══════════════════════════════════════

 FUNCTION:
    Allows you to sort all of the issues existing in the current project by
    their Buyer or Seller designation..


 ENTRY:
    Pro:SPANS prompts the user for the order to be sorted:

       "Sort Buy/Sell in 'B'uy or 'S'ell order:  "

           Appropriate entries are 'B', or 'S'.


 RESULTS:
    All issues will be sorted by Buyer or Seller designation in
    the order indicated. The cursor will locate at the Issue
    Number of Line 1.





            ═════════════════════════════════════════════════════
            S O R T   I S S U E   B Y   C O N C E N T R A T I O N
            ═════════════════════════════════════════════════════

 FUNCTION:
    Allows you to sort all of the issues existing in the current project by
    their Concentration.

 ENTRY:
    Pro:SPANS will prompt you for the party to be sorted for:

       "Sort Concentration for 'D'ifference, or 'Y'ou, or 'O'ther Party:  "

    Appropriate entries are 'D', 'Y' and 'O'. Pro:SPANS then prompts you
    for the order to be sorted, i.e., if you selected 'D':

    "Sort Concentration for Difference in 'A'scending or 'D'escending Order: "

    Appropriate entries are 'A' or 'D'.


 REMARKS:

    ■ Issues which have no Issue Number (a blank issue) will be placed after
      those which have an Issue Number.

    ■ Issues with insufficient data to calculate an Actual Net will
      be sorted separately.



         ══════════════════════════════════════════════════════════════
              S O R T   I S S U E   B Y   E X P E C T E D   N E T
         ══════════════════════════════════════════════════════════════

 FUNCTION:
    Allows you to sort all of the issues existing in the current project by
    their Expected Net amount.

 ENTRY:

   "Sort Expected Net for 'D'ifference, or 'Y'ou, or 'O'ther Party:  "

    Appropriate entries are 'D', 'Y' and 'O'. Pro:SPANS then prompts you
    for the order to be sorted, i.e., if you selected 'D':

    "Sort Expected Net for Difference in 'A'scending or 'D'escending Order: "

    Appropriate entries are 'A' or 'D'.

       ═════════════════════════════════════════════════════════════════
       S O R T   I S S U E   B Y   E X P E C T E D   S E T T L E M E N T
       ═════════════════════════════════════════════════════════════════

 FUNCTION:
    Allows you to sort all of the issues existing in the current project by
    their Expected Settlement amount.

 ENTRY:

    "Sort Expected Settlement for 'D'ifference, or 'Y'ou, or 'O'ther Party:  "

    Appropriate entries are 'D', 'Y' and 'O'. Pro:SPANS then prompts you
    for the order to be sorted, i.e., if you selected 'D':

    "Sort Expected Settlement for Difference in
       'A'scending or 'D'escending Order: "

    Appropriate entries are 'A' or 'D'.





                       ═════════════════════════════════
                       A C T U A L   S E T T L E M E N T
                       ═════════════════════════════════


    FUNCTION:
    The Actual Settlement is the agreement, if any, between You
    and the Other Party for that issue. In some cases a numeric
    (monetary) entry may be insufficient, in this instance, you may wish
    to use the field alphanumerically. It is suggested, due to limited
    space in the actual field itself, that you place reference characters
    in the field to Issue Notes or document(s) in Pro:TEXT. Using the
    alphanumeric method prevents the calculation of Actual Net for that
    issue.

       KEY POINTS:

          ■ CONSISTENT UNIT OF FINANCIAL MEASUREMENT:
               The Actual Settlement versus the Authority Limit equals the
               Actual Net for that issue. Therefore, the financial unit of
               measurement used in these two issue items must be identical.

          ■ SINGULAR SETTLEMENT:
               Any given issue must have (with possible rare
               exceptions) one and only one significant detail of
               settlement. If an issue has more than one significant
               detail of settlement it virtually always can and should
               be divided into two or more separate issues.

          ■ LIMITING SETTLEMENTS:
               Logically, the Actual Settlement for an issue will be
               equal to or better than the Authority Limit. Authority
               Limit. In which case it is the sum of the Actual
               Settlements which must be equal to or better than the
               Composite Authority Limit.

          ■ FOCUS ON THE OBJECTIVE:
               Unskilled negotiators often allow themselves to be
               distracted by discussions on minor aspects of the
               issue, rather than focusing on obtaining specified issue
               objectives. This problem can be overcome by defining
               and concentrating on singular, realistic, precise issue
               objectives having a consistent unit of measurement.

          ■ BALANCED SETTLEMENTS:
               Actual Settlements should be monitored closely. Settling on
               issues of lower importance or value early on in the
               negotiation  may make it difficult to be flexible to obtain
               the more valuable, higher importance issues. On the other
               hand, concentrating on the higher importance, more valuable
               issues too heavily up front may leave little time to discuss
               the other issues at hand.

 RESULTS:
    Entering or modifying the actual settlement will cause the Actual
    and Composite Net to be recalculated.



           ═════════════════════════════════════════════════════
              S O R T   I S S U E   B Y   E V A L U A T I O N
           ═════════════════════════════════════════════════════

 FUNCTION:
    Allows sorting all of the issues existing in the current project by
    their Evaluation rating.

 ENTRY:
    Pro:SPANS will prompt you for the party to be sorted for:

       "Sort Evaluation for 'D'ifference, or 'Y'ou, or 'O'ther Party:  "

    Appropriate entries are 'D', 'Y' and 'O'. Pro:SPANS then prompts you
    for the order to be sorted, i.e., if you selected 'D':

    "Sort Evaluation for Difference in 'A'scending or 'D'escending Order: "

    Appropriate entries are 'A' or 'D'.





               ═══════════════════════════════════════════════
               S O R T   I S S U E   B Y   I M P O R T A N C E
               ═══════════════════════════════════════════════

 FUNCTION:
    Allows you to sort all of the issues existing in the current project by
    their Importance ranking.

 ENTRY:

    "Sort Importance for 'D'ifference, or 'Y'ou, or 'O'ther Party:  "

    Appropriate entries are 'D', 'Y' and 'O'. Pro:SPANS then prompts you
    for the order to be sorted, i.e., if you selected 'D':

    "Sort Importance for Difference in 'A'scending or 'D'escending Order: "

    Appropriate entries are 'A' or 'D'.



            ═════════════════════════════════════════════════════
            S O R T   I S S U E   B Y   I N I T I A L   O F F E R
            ═════════════════════════════════════════════════════

 FUNCTION:
    Allows you to sort all of the issues existing in the current project by
    their Initial Offer amount.

 ENTRY:
    Pro:SPANS will prompt you for the party to be sorted for:

       "Sort Initial Offer for 'D'ifference, or 'Y'ou, or 'O'ther Party:  "

    Appropriate entries are 'D', 'Y' and 'O'. Pro:SPANS then prompts you
    for the order to be sorted, i.e., if you selected 'D':

    "Sort Initial Offer for Difference in 'A'scending or 'D'escending Order: "

    Appropriate entries are 'A' or 'D'.





          ═════════════════════════════════════════════════════════
          S O R T   I S S U E   B Y   A U T H O R I T Y   L I M I T
          ═════════════════════════════════════════════════════════

 FUNCTION:
    Allows you to sort all of the issues existing in the current project by
    their Authority Limit amount.

 ENTRY:

    "Sort Authority Limit for 'D'ifference, or 'Y'ou, or 'O'ther Party:  "

    Appropriate entries are 'D', 'Y' and 'O'. Pro:SPANS then prompts you
    for the order to be sorted, i.e., if you selected 'D':

    "Sort Authority Limit for Difference
           in 'A'scending or 'D'escending Order: "

    Appropriate entries are 'A' or 'D'.



                   ═══════════════════════════════════════
                   S O R T   B Y   I S S U E   N U M B E R
                   ═══════════════════════════════════════

 FUNCTION:
    Allows you to sort all of the issues existing in the current project by
    their Issue number from greatest to least or vice-versa.


 ENTRY:
    Pro:SPANS prompts the user for the order to be sorted:

       "Sort in Ascending or Descending order:  "

    Appropriate entries are 'A', or 'D'.


 RESULTS:
    All issues will be sorted by Issue Number in the order indicated. The
    cursor will locate at the Issue Number of Line 1.





                           ═════════════════════
                              S O R T    B Y
                           ═════════════════════

 FUNCTION:
    The SORT BY option is presented here so that one of the appropriate
    Sort by options may be selected.  These are:

    OPTION                  KEYS        OPTION                  KEYS
    ─────────────────── ────────────    ─────────────────── ────────────
    Issue Number         <Shift><F1>    Initial Offer        <Shift><F8>
    Value                <Shift><F2>    Expected Net         <Shift><F9>
    Importance           <Shift><F3>    Actual Settlement    <Shift><F10>
    Power                <Shift><F4>    Actual Net           <Ctrl><F1>
    Concentration        <Shift><F5>    Evaluation           <Ctrl><F2>
    Authority Limit      <Shift><F6>    Buy/Sell             <Ctrl><F3>
    Expected Settlement  <Shift><F7>
       
       
       
                         

                    ═════════════════════════════════════
                    S O R T   I S S U E   B Y   P O W E R
                    ═════════════════════════════════════

 FUNCTION:
    Allows you to sort all of the issues existing in the current project by
    their Power ranking.

 ENTRY:

    "Sort Power for 'D'ifference, or 'Y'ou, or 'O'ther Party:  "

    Appropriate entries are 'D', 'Y' and 'O'. Pro:SPANS then prompts you
    for the order to be sorted, i.e., if you selected 'D':

    "Sort Power for Difference in 'A'scending or 'D'escending Order: "

    Appropriate entries are 'A' or 'D'.



                    ═════════════════════════════════════
                    S O R T   I S S U E   B Y   V A L U E
                    ═════════════════════════════════════

 FUNCTION:
    Allows you to sort all of the issues existing in the current project by
    their Value amount or ranking.

 ENTRY:

    "Sort Value for 'D'ifference, or 'Y'ou, or 'O'ther Party:  "

    Appropriate entries are 'D', 'Y' and 'O'. Pro:SPANS then prompts you
    for the order to be sorted, i.e., if you selected 'D':

    "Sort Value for Difference in 'A'scending or 'D'escending Order: "

    Appropriate entries are 'A' or 'D'.



              ═══════════════════════════════════════════════
                 P R O : S P A N S   S Y S T E M   H E L P
              ═══════════════════════════════════════════════


 FUNCTION:

    Pro:SPANS is a computerized application and training system.
    It is designed for Sellers, Buyers and Negotiators who are
    sometimes involved (either internal or external to their own
    organization) with projects having issues to be resolved with
    another party, especially when the issues involve FINANCIAL
    considerations.

    In virtually all projects one party can be regarded as the 'Seller' and
    the other party as the 'Buyer'. Skilled sellers and buyers must also be
    skilled negotiators. Both increase their negotiation power and
    effectiveness by thinking in terms of the needs and interests of the
    Other Party.

    Specifically, the term 'Negotiator' applies to anyone who interacts
    with others to in an effort to bring about a mutually acceptable
    resolution of the issues involved. Therefore, in this text, the term
    'Negotiator', 'Seller' and 'Buyer' are used interchangeably.

    Negotiation occurs for one very basic reason: The negotiators expect to
    be 'better-off' versus their BATNA (Best Alternative
    To a Negotiated Agreement.)

    Being 'better-off' must normally be measured in quantitative
    (financial) terms. Therefore, successful negotiators first closely
    identify and measure the financial aspects of each issue. They then
    concentrate on developing and applying the strategies and tactics that
    will maximize their financial rewards.

    Often, the issue values involved cannot be directly compared, e.g., when
    the values occur over different periods of time or when the impacts of
    taxes, risk, etc., must be taken into consideration. Therefore, the
    effective negotiator must understand and creatively apply valid financial
    decision making criteria throughout both the pre-negotiation planning and
    the 'face-to-face' negotiation processes.


           THROUGH PREPARATION IS THE KEY TO FINANCIAL SUCCESS!

    Proficient negotiators focus on capturing the critical advantages that
    are illuminated through detailed, organized preparation and
    application. They identify and analyze the mutual values, needs,
    interests, concerns, etc., associated with each issue. They then
    systematically plan and implement the most advantageous settlement
    possible.

                           PRO:SPANS  OVERVIEW:

       The Pro:SPANS system emphasizes the preparation skills required for
       successful selling, buying and negotiating as displayed in the
       following diagram.

          ╔══════════════╗      ╔══════════════╗       ╔══════════════╗
          ║ Computerized ║      ║ Computerized ║       ║ Interactive  ║            ║
          ║ Negotiation  ║      ║  Financial   ║       ║ Negotiation  ║
          ║   Skills     ║      ║   Systems    ║       ║   Skills     ║
          ╚═══════╦══════╝      ╚═══════╦══════╝       ╚═══════╦══════╝
                  ║                     ║                      ║
         ╔════════╩═════════════════════╩══════════════════════╩═══════╗
         ║                      P R O :  S P A N S                     ║
         ║ PROfessional: Selling, Procurement And Negotiating Skills   ║
         ╚══════════════════════════════╦══════════════════════════════╝
                                        ║
        ┌───────────────────────────────╨──────────────────────────────┐
                  (Phase 1)
           ╔═════════════════════╗    (Phase 2)
           ║                     ╠═════════════════╗    (Phase 3)
           ║     PREPARATION     ║                 ╠════════════════╗
           ║                     ║   Application   ║ Implementation ║
           ║       SKILLS        ║     Skills      ║   and Audit    ║
           ║                     ║                 ║    Skills      ║
           ╚═════════════════════╩═════════════════╩════════════════╝



             AUTOMATIC ASSIGNMENT OF DOCUMENTATION FILE NAME:

       Documentation can be created, by several methods for every
       PRO:SPANS Workform field entry position. A coded documentation FILE
       NAME and FILE EXTENSION* will be AUTOMATICALLY assigned to each
       documentation file.

      * Example of the following automatically coded File Name and Extension:

                           021ALY02.FIN

                    021 = Issue No. 2.1
                     AL = Authority Limit field position
                      Y = You  (other designations: O=Other Party, B=Both)
                     02 = The second PRO:FIN documentation for this field.
                    FIN = PRO:FIN program used to create the documentation



                    PRINTING MODES IN PRO:SPANS

       Three printing modes are available and are selected from the Pro:SPANS
       Main Menu:

        1)  Print Project Composite, which prints a summary table of the
            current total project status

        2)  Print Project Issue, which provides the following options (with
            or without the Project Composite)

                 ■  Total printout of all Project Issues

                 ■  Printing of selected Project Issues

        3)  Print Project Documentation, in which Documentation files are
            printed from within and using the unique printing procedures of
            the program used to create the Documentation.




    EXTENT OF USING PRO:SPANS IS OPTIONAL:

       All of the PRO:SPANS workform fields need not be used in every issue
       or negotiation project. However, none of the fields should be
       omitted without serious and careful consideration.

       The process of selling, buying and negotiation is both an art and a
       science. A skillful blending of both objective and subjective
       reasoning is required. Therefore, many of the procedures, forms,
       etc., can only be offered as organized, but flexible, model that you
       can creatively apply toward your goal of gaining a more advantageous
       settlement.

 HELP:
      Help for the current cursor position may be invoked using the <F1>
      key.

      System Help (currently on screen) may be invoked by using the
      <F2> key.

    HELP WINDOW MOVEMENT

      Up Arrow Key    Scroll one line up
      Down Arrow Key  Scroll one line Down
      <PgUp>          Page up one window height
      <PgDn>          Page down one window height
      <Home>          Go to the beginning of Help
      <End>           Go to the end of Help
      <Esc>           Exit Help window

    HELP NOMENCLATURE

      <>              These enclose the name of a single keystroke
      ()              Comments
      CAPS            Subject headers

 KEYS:

    The following commands may be invoked by pressing the keys below.

      HELP                 <F1>       Specific help for the current field

      HELP                 <F2>       System help

      OPTS                 <F3>       Main Options Menu that allows you to
                                      sort Issues on any field, change
                                      issues around, and get help on any
                                      of these commands.

      COMP                 <F4>       Comparative running totals of how you
                                      are doing in your overall negotiation

      PROJECT NOTES        <F5>       Create, view or edit Project Notes
                                      (The File Extension for Project
                                      Notes is .NTS)

      ALTERNATIVE NOTES    <F6>       Create, view or edit Issue Notes
                                      (The File Extension for Issue Notes is
                                      the numeric value of that issue)

      DOCUMENTATION        <F7>       Create, view or edit Documentation for
                                      the project (Use a descriptive name and
                                      extension.  The extension must contain
                                      at least one alphabetic character).

      DISPLAY              <F8>       View 1 or 3 Issues on the screen

      EXIT                 <F10>      Save and Exit Current Screen

                           <ESC>      Exit to continue, where applicable



                               ISSUE COMMANDS

      Issue Commands may be executed by using the <F3> key to get to the
      OPTS screen, choosing Issue Commands and selecting the appropriate
      choice or by using the following keystrokes:

      GOTO          <Ctrl><F6>     To quickly relocate to a desired issue.

      MOVE           <Ctrl><F7>     This command moves the current issue
                                    (Source) to the desired (Designated)
                                    location.

      COPY           <Ctrl><F8>     This command copies the current issue
                                    (Source) to the desired (Designated)
                                    location.

      RENUMBER       <Ctrl><F9>     To permit modifications to the Issue
                                    Number field. The Issue and any documents
                                    belonging to it are referenced by the
                                    Issue Number.  Modifying the Issue Number
                                    will also redirect its documents to the
                                    new Issue Number.

      DELETE         <Ctrl><F10>    To remove an issue from the current
                                    project.


                         ISSUE  SORT-BY  COMMANDS

      The ability to extensively sort all PRO:SPANS issue field data
   provides a very valuable system feature, i.e., sorting enables the
   user to identify the most advantageous Strategies and Tactics to use
   in the negotiation and settlement of each issue and for the total
   project.

      All issue data entry fields (except Issue Description,
   Strategy/Tactics and those marked with an * below) may be sorted in
   terms of: YOU, the OTHER PARTY, or the DIFFERENCE between You and the
   Other Party.

      Sort By commands may be executed by using the <F3> key to display the
      OPTS screen then selecting Sort Issues and the desired sort option
      - - or by using the following keystrokes:

              ISSUE NUMBER* <Shift><F1>

              VALUE <Shift><F2>

              IMPORTANCE <Shift><F3>

              POWER <Shift><F4>

              CONCENTRATION <Shift><F5>

              AUTHORITY LIMIT <Shift><F6>

              EXPECTED SETTLEMENT <Shift><F7>

              INITIAL OFFER <Shift><F8>

              EXPECTED NET <Shift><F9>

              ACTUAL SETTLEMENT <Shift><F10>

              ACTUAL NET <Ctrl><F1>

              EVALUATION <Ctrl><F2>

              BUY / SELL* <Ctrl><F3>


                     END  OF  PRO:SPANS  SYSTEM  HELP
                             ═════════════════════
                             I S S U E   V A L U E
                             ═════════════════════

 FUNCTION:
    Issue Value may be entered in either of two ways:

       VALUE:
         A monetary unit amount eg.: 10 may be assumed to be $10 $10,000 or
         $10,000,000.) It is important that the unit choose be the same for
         all issue fields for a given project.

       RANK CODE:
         A Code rank assigned to the value field which indicates that issue's
         value relative to other values. When entering a value rank code you
         must proceed the rank by the character 'C'. This indicates to
         Pro:SPANS that the field is a rank code and not monetary.

    FIELD APPLICATION:
       It is important to calculate or estimate the value of each
       issue in terms of both yourself and the other party. The value of an
       issue is likely to have considerable bearing on such considerations as:
       how important the issue is to you, etc.

       Issue value mismatches between You and the Other Party often signals
       mutually advantageous opportunities to trade issues.

       Example: Consider the following circumstances wherein You and the Other
                Party have been unable to reach agreement on Issue  3,
                Issue  7 and Issue  12:

                                     ISSUE  3     ISSUE  7      ISSUE 12
                   Value to You:     $ 80,000     $ 20,000      $ 10,000
                   Value to O. P.:   $ 20,000     $ 40,000      $ 20,000

       Therefore, to reach an agreement it may be necessary or mutually
       advantageous to trade issues, i.e., for you to obtain your objective on
       Issue  3 in exchange for Issue  7 and Issue  12.


       ISSUE MONEY VALUE:
          In order that issues values can be directly added, subtracted,
          compared, etc., it is highly desirable, to calculate or estimate as
          many of the issue values in terms of their monetary value as
          possible.


       KEY POINTS:

          ■ Issue values, in order that they can be meaningfully compared,
            etc., must be calculated or estimated using the same basis of
            measurement, e.g., cost per 1,000 pounds, present value, before
            tax, after tax, etc..

         ■ Often the impact of the time value of money is very significant in
           calculating or estimating issue values. If so, then all issue
           values must be calculated and stated using a common financial
           criterion that reflects the interest rate (i) and the number of
           periods (n) involved.

           Usually, the financial analysis method based on the Present Value
           criterion is the most suitable and convenient to use in order to
           include the impact of the time value of money. Future Value and
           Uniform Series calculations are also valid methods to use when
           determining issue monetary values. (See the financial materials
           provided with this program.)

         ■ The impact of taxes may also have an important effect on an issue's
           value. If so, each issue value should be stated on an After-Tax
           basis.


       ISSUE VALUE RANKING CODES:
          It is highly desirable to determine the monetary value, for both
          yourself and the other party, however, in some circumstances doing
          so may not be possible or practical. In such cases the relative
          value of an issue may be indicated via the following issue value
          ranking codes:

                V 80 - V 100  =  VERY HIGH
                V 60 - V 79   =  HIGH
                V 40 - V 59   =  MEDIUM
                V 20 - V 39   =  LOW
                V  1 - V 19   =  VERY LOW

 REMARKS:
    Sorting of Value will sort and display monetary values and the above
    ranking  codes separately.

 RESTRICTIONS:

    ■ Rank Codes must be proceeded by a 'V' and be between 1.0 and
      100 inclusive.

    ■ Monetary Codes will accept numbers between 0.0 and 9999999.


 EXAMPLE: ( Of using time value of money principles to negotiate a sale.)
    Assume that you are the Seller and that a potential Buyer is interested
    in purchasing your computer $20,000 system. However the Buyer has
    decided not to buy at this time, since he/she cannot afford an
    immediate cash payment of $20,000.

    Your Negotiation Strategy Proposal: (Based on your hurdle rate of 15%) You
    propose that the Buyer purchase the $20,000 computer system via equal
    payments of $9,494 at the end of each year for 3 years based on an
    interest rate of 20%, (A = P20000 ( A/P,20,3) = $9,494) You emphasize,
    based on the documented annual cost reduction, that your new proposal
    provides a very advantageous alternative versus the alternative not owning
    the computer, i.e.:

                    Buyer's      Buyer's     Buyer's
       Year       Cost Reduct    Payment   Net Benefit
          1          $ 10,000    $ 9,494       $   500
          2            14,000      9,494         4,500
          3            24,000      9,494        14,500
                     ────────    ───────       ───────
       Total:        $ 48,000   $ 28,482      $ 19,518

    Note: The mutual advantages of your strategy are as follows:

             1. The Buyer will have benefitted: With NO net cash outflow,
                received total additional benefits of $ 19,518 during the
                initial three year period; then owning and receiving future
                benefits from the system.

             2. You, the Seller, will have benefitted by: Having avoided
                losing the sale of a computer system; Earning an NPV Bonus of
                $ 1,675 (Due to loaning $20,000 at 20% interest versus your
                15% hurdle rate) i.e.:

                     A9494 (P/A, 15, 3) - A9494 (P/A, 20,3)
                   = $21,675 - $20,000
                   = $1,675

 SEE ALSO:

   ■ DOCUMENTATION & SUPPORTING MATERIALS MANUAL:
        The Pro:FIN section will provide additional information on financial
        analysis (i.e.: Present Value 'PV', Future Value 'FV', Uniform Series
        'US', Interest, Return on Investment 'ROI', etc...)

                        ════════════════════════════════
                             PRO:SPANS LOGO MENU
                        ════════════════════════════════
    MENU:
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       Use the mouse, arrow keys or the highlighted characters to
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         Reference files available include Glossary, License, How To Order
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         Select the option you desire to read:

         GLOSSARY       Definition of financial terms used here
         LICENSE        INTAC System Division's License Statement
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