Strategy and Tactics of Distributive Bargaining McGraw-Hill/Irwin Copyright © 2011 by The McGraw-Hill Companies, Inc. All rights reserved.

1. Independent situations require knowing how this works in order to do well 2. Need to know how to counter the effects of the strategies 3. Every situation has the potential to require skills at the “claiming-value” stage 2-2

 Goals of one party are in fundamental,direct conflict to another party  Resources are fixed and limited  Maximizing one’s own share of resources is the goal for both parties 2-3

Situation includes:  Starting points (initial offers)  Target points  Resistance points (walkaway)  Alternative outcomes 2-4

2-5 Party B - Buyer Party A - Seller Walkaway Point Target Point Asking Price Initial Offer Target Point Walkaway Point

 Alternatives give the negotiator power to walk away from the negotiation If alternatives are attractive, negotiators can:  Set their goals higher  Make fewer concessions If there are no attractive alternatives:  Negotiators have much less bargaining power 2-6

2-7 Party B - Buyer Party A - Seller Walkaway Point Target Point Asking Price Initial Offer Target Point Walkaway Point Alternative

 Push for settlement near opponent’s resistance point  Get the other party to change their resistance point  If settlement range is negative, either: Get the other side to change their resistance point Modify your own resistance point  Convince the other party that the settlement is the best possible 2-8

The keys to implementing any of the four strategies are:  Discovering the other party’s resistance point  Influencing the other party’s resistance point 2-9

 Assess outcome values and the costs of termination for the other party  Manage the other party’s impressions  Modify the other party’s perceptions  Manipulate the actual costs of delay or termination 2- 10

 Indirectly Determine information opponent used to set:  Target  Resistance points  Directly Opponent reveals the information 2- 11

 Screen your behavior: Say and do as little as possible  Direct action to alter impressions Present facts that enhance one’s position 2- 12

 Make outcomes appear less attractive  Make the cost of obtaining goals appear higher  Make demands and positions appear more or less attractive to the other party – whichever suits your needs 2- 13

 Plan disruptive action Raise the costs of delay to the other party  Form an alliance with outsiders Involve (or threaten to involve) other parties who can influence the outcome in your favor  Schedule manipulations One party is usually more vulnerable to delaying than the other 2- 14

 Opening offers Where will you start?  Opening stance What is your attitude?  Competitive? Moderate?  Initial concessions Should any be made? If so, how large? 2- 15

 The role of concessions Without them, there is either capitulation or deadlock  Patterns of concession making The pattern contains valuable information  Final offers (making a commitment) “This is all I can do” 2- 16

 Establishing a commitment Three properties:  Finality  Specificity  Consequences  Preventing the other party from committing prematurely Their commitment reduces your flexibility 2- 17

 Public pronouncement  Linking with an outside base  Increase the prominence of demands  Reinforce the threat or promise 2- 18

 Ways to abandon a committed position Plan a way out Let it die silently Restate the commitment in more general terms Minimize the damage to the relationship if the other backs off 2- 19

 Provide alternatives (2 or 3 packages)  Assume the close  Split the difference  Exploding offers  Deal sweeteners 2- 20

 Four main options: Ignore them Discuss them Respond in kind Co-opt the other party (befriend them) 2- 21

 Good Cop/Bad Cop  Lowball/Highball  Bogey (playing up an issue of little importance)  The Nibble (asking for a number of small concessions to) 2- 22

 Chicken  Intimidation  Aggressive Behavior  Snow Job (overwhelm the other party with information) 2- 23

Negotiators need to:  Set a clear target and resistance points  Understand and work to improve their BATNA  Start with good opening offer  Make appropriate concessions  Manage the commitment process 2- 24