Negotiating techniques

Liebenbe g, P. J. A icle Nego ia ing echniques Sou h A ican Jou nal o Business Managemen P o ided in Coope a ion wi h: Uni e si y o S ellenbosch Business School (USB), Bell ille, Sou h A ica Sugges ed Ci a ion: Liebenbe g, P. J. (1983) : Nego ia ing echniques, Sou h A ican Jou nal o Business Managemen , ISSN 2078-5976, A ican Online Scien i ic In o ma ion Sys ems (AOSIS), Cape Town, Vol. 14, Iss. 1, pp. 28-31, h ps://doi.o g/10.4102/sajbm. 14i1.1143 This Ve sion is a ailable a : h ps://hdl.handle.ne /10419/217823 S anda d-Nu zungsbedingungen: Die Dokumen e au EconS o dü en zu eigenen wissenscha lichen Zwecken und zum P i a geb auch gespeiche und kopie we den. Sie dü en die Dokumen e nich ü ö en liche ode komme zielle Zwecke e iel äl igen, ö en lich auss ellen, ö en lich zugänglich machen, e eiben ode ande wei ig nu zen. 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Di is eg e gebiedend noodsaaklik da die On wikkelingsbank ges al e k y en begin unksionee . Ve de sal die poli ieke dialoog binne die aamwe k an 'n kons ellasie an Suide - A ikaanse s a e in ens en ge eeld moe oo gaan. Bo alles sal daa 'n geloo by al die moon like be okkenes geskep moe wo d da di bie we klik om 'n lang e myns a egie gaan wa ge eeld wee gee aluee en, waa nodig, aangepas sal wo d en wa e sel de yd ook me die Republiek an Suid-A ika se on wikkelings a egie inge asee is. Koo dinasie an beslui e, ui sp ake en op ede in hie die e band deu alle be okke ege ingsleie s is absoluu nood- saaklik i goeie esul a e. Die in es e ingsbeslui e wa geneem sal wo d, skep be okkenheid en be e doen me isiko's wa oo be eklik Jang e myne s ek. Om 'n hoe pe sen asie an daa die beslui e posi ie e laa ui d aai, sal die s eekson wikkelings a egie en die nywe heidsdesen ali- sasiebeleid aliyd die hoogs e ma e an geloo waa digheid moe he; en di sal boonop 'n sigba e geloo waa digheid moe wees. Nego ia ing echniques P.J. Liebenbe g Execu i e Chai man, Finansbank Limi ed Add ess deli e ed by M . P.J. Liebenbe g, Execu i e chai man, Finansbank Limi ed, Johannesbu g. Hen y Kissinge who is p obably one o he mos ex- pe ienced nego ia o s in he wo ld is on eco d as saying, ' he way nego ia ions a e ca ied ou is almos as impo - an as wha is being nego ia ed.' I p opose oday o discuss he way nego ia ions should be unde aken bu a he ou se I mus make i pe ec ly clea ha he e is no simple way, no de ini i e one way, no absolu e way because al hough di e en nego ia ions migh e eal common pa e ns e e y nego ia ion is di e en . These di e ences a ise no only om he ac ha e e y business deal is a new en u e wi h i s own cha ac e is ics bu also because in he p ocess o nego ia ing one is deal- ing wi h di e en people, people wi h hei own pe - sonali ies, cha ac e is ics, manne isms, wis s o mind. The many pe mu a ions which all hese ac o s b ing abou mean ha e e y nego ia ion is a new expe ience and he big ad- an age which an accomplished nego ia o has o e he un- ied nego ia o is ha he has de eloped an in ui ion which enables him o an icipa e, o be lexible and o ecognize he men al p ocesses o he people he is dealing wi h. The e o e, I canno gi e you an ABC in he a o nego ia ion. The e is simply no way whe eby I can impa S.-A . Tydsk . Bed y sl. 198J, l4{l) o you su icien knowledge o enable you o become suc- cess ul nego ia o s in one easy lesson. All ha I can do is ou line basic p inciples which I hope will be o help o you should you ind you sel es as pa o he nego ia ing p o- cess in he b oad ield o me ge s and acquisi ions. No nego ia ion can ake place, le alone succeed, unless he g ound wo k has been done and unless one is ho oughly schooled in he need o p epa e one's case. The i s s ep ha a nego ia o mus be able o do is o iden i y wha he basic ac s a e. Wha do you eally wan ou o he nego ia ion and a all imi:s hese basics mus be clea ly held in one's mind and ne e los sigh o . This un- damen al p inciple applies wi h equal emphasis whe he one is he agg esso o he ic im in a akeo e si ua ion. Be o e you go anywhe e nea he nego ia ing oom you mus examine you case and clea ly iden i y you s eng hs and you weaknesses. The e is ne e a nego ia ion wi h one single clea -cu p oposi ion. The e is, o cou se, one de ini i e end - o buy and o sell -and in he end esul a nego ia ion hinges on p ice. How much he agg esso o buye is p epa ed o pay and a wha p ice he selle is p epa ed o elinquish his p ope y. Bu hese ac o s o en a e hedged in wi h a la ge numbe o side issues and i is impe a i e ha he nego ia o clea s his mind so ha in ecognizing he side issues he ne e loses sigh o he main pu pose. I make a p ac ice o lis ing all he poin s in ol ed. Those which appea ele an and hose which migh appea no o be so ele an . These poin s mus be s udied ca e ully so ha by a p ocess o elimina ion hose ac o s which a e impo an and basic o he deal a e gi en p io i y. The es mus be ecognized, pe haps used as nego ia ing coun e s o disca ded as concessions as he nego ia ion goes h ough i s a ious s ages o de elopmen . I is necessa y no only o examine you own case bu o y o iden i y you opposi ion's posi ion as clea ly as you own. On he o he hand one mus ne e en e a nego ia ing oom wi h any sha p p econcei ed ideas abou he opposi ion case. While you a e looking o his s eng hs and weaknesses you mus cons an ly be awa e ha hese can change in he en i onmen o he nego ia ing p ocess. You mus be p epa ed o be lexible, no only in nego ia- ion bu also in he a i udes you migh ha e o adop in he cou se o nego ia ion. When you ha e made you lis s o s eng hs and weaknes- ses and when you ha e made you lis s o p io i ies - in you case as well as ha o you opponen - i is use ul o discuss he deal wi h you p incipal, wi h you colleagues, no only o cla i y you own hinking, bu also o go h ough an in o mal game play so ha you a i ude o he deal is sha pened. This enables you o see you objec i es in clea pe spec i e so ha you can de elop he pe suasi e a gumen s which a e pa and pa cel o he nego ia ing p o- cess. While, as I ha e said, no wo nego ia ions a e alike, his game play enables one o ecognize p eceden s ha migh be applicable in he ask a hand. I should be emembe ed ha one ne e goes o he nego ia ing able wi hou some p elimina y s eps ha ing al eady been aken. No nego ia ion s a s cold. These p elimina y s eps show clea ly whe he he posibili ies exis S. A , J. Bus. Mgm . 1983, 14(1) o a deal. I 's ei he on o i 's o . And i i is on i means ha bo h pa ies a e p epa ed o alk, bo h pa ies ha e es ablished ha hey ha e some hing in common, ha bo h pa ies a e in e es ed in inding some common solu ion which is ag eeable o bo h. In o he wo ds he e a e ce ain b oad pa ame e s in which one can wo k. A he ou se i migh seem ha hese a e wo poin s a ei he end o he diame e o a ci cle and he cou se and end o nego ia- ion is o y o b ing hem close oge he . To accomplish his he e mus be gi e and ake. I migh be in he cash elemen , i migh be in he pe sonali ies in ol ed, i migh be in he handling o s a . The e a e many a eas which ha e o be explo ed. Some o hese migh be side issues, some o hese migh be ge mane o he p inciples unde discus- sion. This is why i is so essen ial always o keep one's basic objec i es in mind so ha one is no bogged down in a discussion o side issues which migh assume a alse impo - ance i one is no ca e ul. Usually he i s ound o alks in any nego ia ion is a p elimina y s a ing o iews and es ing o pe sonali ies. This is e y much like he i s ound in a boxing ma ch in which he opponen s a e sizing each o he up, es ing each o he 's skills, ac ics, de ences and gene ally measu ing up he wo h o he o he man. Bo h sides s a e hei cases in b oad ou line. I is a o mal mee ing, an explo a o y mee ing, usually wi h no gi e and ake and e y o en ends on a no e which indica es ha he e is a p oposi ion o nego ia e and ha each side will examine he iewpoin s o he o he . I is om his s age on ha he ole o he nego ia o becomes in ense. A ising om he p elimina y discussion he mus y o asce ain exac ly wha he o he side is looking o . He mus adjus his p e-nego ia ion s ance o wha he o he side eally wan s as opposed o wha he hough hey migh wan and he mus p epa e himsel o he second ound o alks which is o en c ucial al hough i is e y a e ha i could become de ini i e. Because he ini ial s ages o nego ia ion a e en a i e I do no belie e ha my clien should pa icipa e pe sonally. I ind ha he e a e many ad an ages in keeping him in he backg ound. The e a e many easons o his. Le me men- ion a ew. Fi s , as a nego ia o I p e e o handle he discussions e en hough I migh ha e colleagues wi h me o cla i y any echnical poin s ha migh a ise. I he clien is p esen he e is always he endency o he o he side o add ess him and i he is no expe ienced in he a o nego ia ion he migh be d awn in o discussions which could esul in an unwa - an ed concession being made. The e is ano he impo an ac o ha always has o be aken in o accoun . One's clien is emo ionally in ol ed in any nego ia ion. He s ands o gain o lose and a all imes he is inclined o be subjec i e. This is one weakness ha mus ne e be allowed o eme ge in he nego ia ing p ocess. Subjec i i y can be dange ous because one loses con ol and emo ions migh su ace a a ime when objec i i y is he name o he game. A no ime da e he nego ia o lose ob- jec i i y. He mus keep his objec i es always in he o e pa o his mind. He mus lis en o he a gumen s o his op- ponen s wi h cold and analy ical concen a ion and measu e hem up agains his own lis o p io i ies. He mus ne e 29 be o e eage and appea eady o make concessions a an inapp op ia e ime. The clien on he o he hand sensing ic o y migh blu ou a p oposal which could be o his ul ima e disad an age. I always eel ha i is he du y o he p o essional nego ia o o shield and p o ec his clien , no only om his own po en ial weaknesses, bu also om exposu e which could be a se ious handicap o he ou come. In any case i is a use ul nego ia ing echnique o be able o de e a nego ia ion a a di icul momen by indica ing ha he poin unde discussion has o be e e ed back o he clien . This is pa icula ly app op ia e when he opposi ion aises a new poin which equi es ca e ul s udy. A e e ence back o he clien can make a si ua ion o deadlock appea o be he oppo uni y o a u he mee ing a he han he deadlock ha i is. No ha deadlock is no a use ul nego ia ing ploy. I is a echnique which mus be used wi h ca e and wi h disc imina ion. The e a e imes in a nego ia ion pa icula ly when one eels ha one has one's opponen in he co ne ha one con i es o c ea e a deadlock which will o ce one's ad e sa y o come back again. I can e eal a weakness which one is ying o ex- ploi . Bu I mus emphasize ha his is a de ice which only he skilled nego ia o may s a o use wi h ad an age. Few nego ia ions p oceed smoo hly and quickly. The no - mal pa e n can s e ch o e weeks, o en mon hs wi h e y ew nego ia ions unning easily owa ds a conclusion. I he selle gi es in oo quickly one immedia ely s a s o wonde wha is he hiding? Why is he oo eage ? Is he buye pay- ing oo high a p ice? Ve y o en a has ily concluded nego ia- ion can come uns uck. I is be e always o mo e pa ien - ly owa ds a deal and hen away om i , owa ds and away, again and again. In his way he o he pa y al e na es be- ween he pleasu e o seeing his objec i e wi hin each and hen he anxie y o wa ching i slip away. I is a s a egy ha wo ks bu I mus wa n ha i does en ail isk and like he echnique o deadlock, judging he ex en o he isk is pa o an expe ienced nego ia o 's abili y. I men ioned a ew momen s ago ha he e a e imes when one pushes one's opponen in o a co ne . This one can do bu one mus ne e allow one's ad e sa y o eel apped. A apped opponen migh walk away om a desi able deal o o ce him in o a empo a y ag eemen ha can come uns uck. The only ag eemen which holds as is one in which bo h sides eel ha hey ha e concluded a bene icial deal. They migh ha e s a ed a he a ends o he ci cle and by a se ies o comp omises and concessions hey ha e bo h go ou o i a ai measu e o wha hey had hoped o when nego ia ions had s a ed. Ne e lose sigh o he ac ha in e e y nego ia ion he ou come is essen ially one o comp omise and i is up o he nego ia o o e ec his comp omise o he bes in e es s o his clien . When si ing a ound he nego ia ing able i is inad isable o do all he alking. A good nego ia o mus be a good lis ene . To y o domina e he nego ia ing able wi h a lood o wo ds is o subme ge he o he side's poin o iew and only by hea ing he o he side ou can one asce ain he eal ni y g i y o he deal unde discussion. No only mus he nego ia o be a good lis ene bu he mus also be an acu e obse e . He mus be a s uden o body language. 30 He mus be able o iden i y om he o he side's acial ex- p essions, ges u es and changes o mood whe he his a gumen s ha e made a elling poin o no . The e a e many imes when I ha e de ec ed an almos impe cep ible change o look in a pe son's eyes and ha e known ha a deal is on i s way o a success ul conclusion. By he same oken I ha e also judged by he same means ha a deal is doomed o ailu e. I is h ough one's obse a ions a he nego ia ion able ha one can ecognize whe he one is dealing wi h since e people o in eg i y o whe he one is dealing wi h chance s and ogues. No one should was e his ime wi h his la e ype. Nego ia ion mus be ca ied ou by people who ha e in eg i y, who say wha hey mean and who do no pe pe - ually ake backwa d s eps. Ei he one is nego ia ing on a p ac ical basis o one is no . The e mus be i m g ound. I is almos impossible o deal wi h people who swi ch and change and who do no ha e hei objec i es clea ly in mind. Du ing he cou se o he nego ia ion p ocess i is o en ad isable o ei e a e om ime o ime he poin s o ag ee- men . This no only ixes hese poin s i mly in one's op- ponen 's mind bu i also enables he nego ia o o es a e his basic objec i es and o clea he ai o he many side issues which a ise in e e y nego ia ion, e en when dealing wi h people who a e skilled in he a . I ha e said ha he good nego ia o knows how o keep silen bu his does no mean ha he mus si like a dum- my. On he con a y when he is no pu ing o wa d his own a gumen s he mus lead he o he side so ha hey a e do- ing he alking, bu hey a e alking o his dic a e. In o he wo ds he e a e many ad an ages in posing ques ions. They migh be gene al o speci ic ques ions, hey can be leading ques ions o d aw poin s o iew and o e eal wha he eal objec i es o he o he side eally a e. On he o he hand, one can pu ques ions ha demand a choice. The e is no hing so e ealing as o h ow p o oca i e ques ions a an opponen and so o ce him o e eal his hand when he is o gua d. The e ec i eness o ques ions in any nego ia- ion a e di ec ly p opo iona e o he nego ia o 's expe ience in using hem. The in elligen asking o ques ions goes a long way owa ds asce aining he eal needs o he opposi e side and in any nego ia ions one has o e e ou wha he o he side eally needs. And he e is a ma ked di e en ia ion be ween need and wan . Bo h pa ies in a nego ia ion wan he mos hey can ge ou o i bu need is a a lowe le el and wha one mus aim o is o achie e need and sa is ac ion. Nego ia ion p esupposes ha bo h nego ia o and his op- pose wan some hing bu wha one has o aim a is o asce - ain he eal needs o bo h pa ies. To asce ain hese eal needs is pa and pa cel o he ac- ics ha one employs du ing he cou se o a nego ia ion. As I ha e said, one asks ques ions -one p obes -one ies o pene a e he de ences which you opponen aises om ime o ime, e en i he is he agg esso , in o de o conceal some o he ad an ages ha he wan s o ge ou o he deal. Bu a nego ia ion canno succeed by employ- ing ac ics alone. One mus ha e an o e all clea s a egy in mind. One mus go, like a gene al in o ba le, wi h a clea - cu pe cep ion o aims, objec i es and how o ge he e. One S.-A . Tydsk . Bed y sl. 1983, l4(l) mus know wha one is p epa ed o yield and wha asJ)CC s o a deal a e eally non-nego iable. Bu one mus ne e con- cen a e on he non-nego iable aspec s o he deal. I one did no nego ia ion would e e succeed. I is he nego iable elemen s on which one mus concen a e. I is impe a i e o be lexible in he choice o one's ac ics. Tac ics which a e igh o one man a e w ong o ano he . Tac ics ha migh be app op ia e o he s a o a nego ia ion may well be unsui able la e on. The e mus be a con inuous eassess- men o he ac ics which one employs, and he expe ienced nego ia o , who has lea n he ick o wa ching himsel almos a a m's leng h du ing nego ia ing sessions, is con- inually analysing he e ec s o his ac ical ploys. Can hey be changed? How will he o he pa y eac o in e p e hese ac ics? Will hey back i e on me? The choice o ac ics in ol es e hical ques ions. Ends do no jus i y means in business and a no ime in he cou se o he nego ia ing p ocess is he e oom o une hical beha iou . Unless e hical s anda ds a e igidly main ained he ul ima e goal can be des oyed. The e is a golden ule abou employing ac ics: hey should ne e be used unless he nego ia o has conside ed wha coun e measu es he o he man is likely o ake. I his eac ion is o ake i o lea e i you migh each a poin o up u e and i he nego ia ion is desi able one does no wan o lose he game because o an ill-conside ed mo e. On he o he hand i you a e an expe ienced nego ia o he e migh be a ime when you, ha ing es ablished you sel in a dominan posi ion, migh e e o he ' ake i o lea e i ' ac ics. You migh eso o his de ice when you don' wan o encou age any u he haggling abou nonessen ial de ails, o when you ha e eached he ha d ock basis o he deal and you canno a o d o make any mo e conces- sions. Then you a e using ' ake i o lea e i ' as you las wo d. Pe haps an app ecia ion o ake i o lea e i is a easonable illus a ion o how o employ he ac ical ap- p oach du ing he cou se o nego ia ion. And when he o he side ies o use his s a egem, wha is you eac ion? You can walk ou . You can ask you opponen s o pu hei o e in w i ing as a inal o e o , i you don' wan he nego ia ion o all h ough, you can alk on as hough you ne e hea d i a all. T ace a cou se back o he poin when he o he side appea o ha e made an i e ocable decision and skil ully you lead he opposi ion owa ds a new di ec- ion. In o he wo ds you di e hem away om wha migh ha e been a b eakdown poin . I ha e o en been asked whe he one uses di e en s a e- gies and di e en ac ics when ac ing as he agg esso in a nego ia ion om hose which one migh use when ac ing as he counsel o he de endan . While he e a e ce ain supe icial di e ences, he aim o he nego ia o is he same in bo h cases - and ha is o ge he bes possible deal. When one is planning in he akeo e si ua ion, one knows exac ly wha one wan s. The would-be buye is seeking o ake o e o me ge wi h ano he business o e y de ini e easons. One is looking o he immedia e acquisi ion o asse s which could inc ease a business, enhance p oduc i e acili ies o u he pene a e a ma ke wi hou he cos o ime ha expanding an exis ing business would ake. In o he wo ds a e ha ing ho oughly s udied a si ua ion he S. A . J. Bus. Mgm . 1983, 14(1) agg esso goes in o a nego ia ion wi h clea ly de e mined objec i es. He knows wha he wan s and he knows app ox- ima ely wha he cos migh be and he has a sh ewd idea o wha he can a o d o pay in ela ion o he bene i s which migh acc ue. The unknowns a e he eal wan s and needs o he o he side. As a buye , as he agg esso , one is in he posi ion o ake he ini ia i e. On he o he hand one mus no be s iden ly agg essi e in one's app oach. I always eel ha I migh disad an age my case by pu ing he o he side on he de ensi e. My s a egy is aimed a making he o he side eac so ha I can asce ain wha hey a e seeking om a deal so ha we can ge down o he undamen al o p ice, s uc u e and he pe sonal secu i y o all he people in ol ed. My case mus be one o ying o p o e he ad an ages which will acc ue om such a deal. And i mus be emem- be ed ha unless he e a e ad an ages o bo h sides a deal canno s ick, i will all apa . In o he wo ds he case mus be p esen ed posi i ely and my esponse o he o he side is o y o show ha objec ions o a deal a e no alid. This is ob iously all a ma e o pe sonal s yle and p e e ences. On he o he hand, when I appea on behal o a ic im company, I do no belie e in adop ing a passi e de ence. The me e ac ha we a e si ing oge he a ound he nego ia ing able is in i sel e idence ha we a e in e es ed in a deal. The e o e, my ploy mus be o y o ge he max- imum ou o ha deal ha I can achie e o my clien . In nego ia ion, as in o he si ua ions, a ack is he bes o m o de ence. I mus analyse he condi ions and he p oposi- ions ha ha e been pu o wa d. I mus denig a e he so called ad an ages spel ou by he o he side and I mus em- phasize he s eng hs o my own case. These ac ics mus be used in o de o squeeze ou o he deal he u mos ha I can o he bene i o my clien . I know ha he p eda o company needs me o a he needs my clien 's business. I he didn' he wouldn' be si ing a ound he able wi h me. Wha I as a nego ia o mus y o asce ain is how a he is p epa ed o go and whe he his ma ches my clien 's ex- pec a ions o wha he hopes o ge ou o he deal. Bu no ma e whe he I am ac ing on behal o a p eda o company o a ic im company I ha e one immu able p in- ciple: I y o main ain e ec i e con ol o he nego ia ing p ocess. I ha e ound om pas expe ience ha he mo- men a nego ia o allows himsel o be cas in o a secon- da y ole he loses g ound and yields ins ead o aking. Tak- ing con ol means exe ing you pe sonali y and imp ess- ing i on he o he side. One does no ha e o be agg essi e, one does no ha e o be noisily domina ing. One has o use a supe io logic and o apply i pe suasi ely. The a o nego ia ion is he a o pe suasion. You ha e o pe suade people by shee weigh o eason ha you a e igh . Bu in doing so one mus ead ca e ully. While you a e igh , o a he while you a e ying o con ince people ha you a e igh , you mus no lea e hem wi h he imp ession ha hey a e w ong. Tha is he su es way o a deadlock. This is whe e he e is a emendous sub le y. You mus con ince people ha you a e mo e igh han hey a e. Ne e ne e make he o he side eel ha hey a e coming second. The success ul nego ia ion is one in which bo h sides belie e ha hey ha e achie ed a ic o y. And i is you job as a 31 nego ia o o win mo e o he ui s o ic o y han he o he side. In conclusion I would like o ead he ollowing quo a- ion om an essay w i en by Si F ancis Bacon, Lo d Chancello o England in he six een h cen u y on he sub- jec o nego ia ion: 'I you would wo k any man, you mus ei he know his na u e and ashion, and so lead him; o his ends, and so pe suade him; o his weakness and disad an ages, and so awe him; o hose ha ha e in e es in him, and so go e n him. In dealing wi h cunning pe sons, we mus e e conside hei ends, o in e p e hei speeches, and i is good o say li le o hem, and ha which hey leas look o . In all nego ia ions o di icul y, a man may no look o sow and eap a once; bu mus p epa e business, and so ipen i by deg ees.' The se en mos impo an cha ac e is ics o a success ul nego ia o (USA su ey): (a) Ne e lose sigh o he main issues; (b) Ne e lose lexibili y; (c) Ne e igno e he need o p epa a ion; ( d) Ne e ell a lie; (e) Ne e y o be ' oo cle e by hai ; ( ) Ne e ac in an insince e way; and (g) Ne e become impa ien . Bes uu sleiding F.J.H. Le Riche Sen achem, Ma shall own, Johannesbu g 1982 Se i ikaa oo handigings unksie an die skool i Bed y sleiding an die Uni e si ei an Suid-A ika e ie ing an die ol ooiing an die sewende Bes uu sopleidingsp og am deu die s uden e in 1981 Die sakewe eld is ges engel in 'n hele p oses an e ande - ing. Sy inding ykheid en na o sing is g oo liks e an - woo delik i sy egnologiese ag e g ond en i komme - siele suksesse wa hy an yd o yd behaal. Di is die aak an die bes uu de in die sakewe eld om die p obleem wa deu hie die innige e ande ende oms an- dighede eweeggeb ing wo d, ui e pluis en dan e an - woo delik e wees i die beplanning an die saak se medium- en lang e myn oekoms. Te wyl e ande ing 'n oo e eis e is i ma e iele oo ui gang, bly die en- ep eneu se aak die skepping an ekonomiese g oei wa inpas by die omgewing waa in die saak wa hy ~ uu moe~ oo bes aan. Hie die omgewing wo d hoo saaklik aangedu1 deu ekonomiese klimaa , mense, s aa sinmenging, ak- bonde, nywe heid en in die algemeen die publiek wa op- ee as e b uike in sy g oo s e o m. Die bes uu de op alle lakke se p ime e aak bly diesel de. Ek glo nie da daa 'n e skil in die ak iwi ei e en beginsels an bes uu is nie- o jy nou ook 'n bes u en-