Negotiations do not end at the meeting; they continue through reflection, documentation, and post-negotiation review. Best practice involves assessing whether objectives were met, capturing lessons learned, and ensuring written confirmation of terms. Without this, misunderstandings or missed improvements can occur. Reflection allows organisations to continuously strengthen negotiation strategies and build learning cycles.
Reference: CIPS L4M5 (2nd ed.), LO 2.2 - Post-negotiation review and reflection as part of the negotiation process.

In the scenario, the manager propose to 'split the difference', which means each party will accept some of their demands and concede some. This is known as 'Compromise'.
Reference: CIPS study guide page 163-165

The relationship spectrum categorizes supplier relationships based on factors like strategic importance, allowing organizations to tailor their approach to each supplier relationship. CIPS emphasizes the relationship spectrum as a valuable tool for assessing and managing supplier interactions based on strategic relevance.

Reference: CIPS L4M5 Study Guide, Section 2.2 - Cost and Price Analysis

Open questions begin with "how," "what," "why," etc., and are designed to encourage detailed responses. The supplier's questions are open-ended and aim to gather comprehensive feedback, which can inform better mutual understanding and potential deal improvements.
Reference: L4M5 Commercial Negotiation 2nd edition (CORE), Section 3.3 - Questioning Styles in Negotiation