CHAPTER 4 Negotiation: Strategy and Planning

Questions to ponder A journey of a thousand miles begins with a single step. [Confucius] A journey of a thousand miles begins with a single step. [Confucius] Beforehand preparation leads to success; unpreparedness results in failure. Comment on the above observations.

Learning objectives 1.Appreciate effective Strategy and Planning as the prime indicator of achieving negotiation objectives or Goals, and the relationship btwn the key steps in the planning process. 2.Understand the Stages/Phases-based Negotiation Process, typical of a Western marketing negotiation. 3.Grasp and apply Planning Guide for better IB Negotiation performance.

Outline 1.Intro: Value of Planning 2.Key steps in the planning process and their relationship 3.The flow of negotiation: stages and phases 4.Planning Guide 5.Assignment

1 Intro: importance and necessity of planning Planning is critically important (in negotiation) Your argument? Negotiators frequently fail to plan for a variety of reasons. Pls name some reasons? Effective planning allows negotiators to design a road map that will guide them to agreement. Departure place? Where to go?... blueprint the journey!!!

2 Key steps in the planning process and their relationship (20/80 rule) Figure 4.1 Relationship between key steps in the planning process StrategyGoalsPlanning

2.1 Goals: The Focus That Drives a Negotiation Strategy Effective preparation requires a thorough, thoughtful approach to multi-goals Direct Effects of Goals on Choice of Strategy Four aspects of how goals affect choice of strategy Indirect Effects of Goals on Choice of Strategy e.g. Long-term vs short-term orientation (cf. Geely&Volvo, relational goals tend to support the choice of a collaborative or integrative strategy)

Classroom Activity: See the dramatic effect? Suppose that you were the voice mail receiver, what would you respond to the sender, one of your customers. It’s Tuesday afternoon, you just got back from lunch, and you find you have a voice mail message from one of your customers. You closed a deal with them about six months ago---agreeing on price, terms, service, volume, and length of contract---and the deal’s due to be renegotiated six months from now. But in his message the customer says that he’s being pushed hard by management to reduce costs and he wants an additional 5% off the price. He also says that he needs an answer from you for a three o’clock meeting with his boss, which means you’ve got two hours to blueprint this negotiation.

2.2 Strategy: The Overall Plan to Achieve One’s Goals Strategy vs Tactics Uni-lateral vs Bi-lateral to Strategy The Dual Concern Model (Mode of Strategies)

2.2.1 Strategy: as compared to tactics

2.2.2 Uni-lateral vs Bi-lateral to Strategy Which is more appropriate for IB negotiation? Box 4.1 Donald Trump’s Advice to negotiators: Be Strategically Dramatic (p. 106) And highly recommended TV series: The Apprentice (13 Episodes)

TV series: The Apprentice (13 Episodes) “Negotiation is a very delicate art. Sometimes you have to be tough; sometimes you have to be sweet as pie—it depends upon who you are dealing with” (Episode 3). “In negotiations, try and figure out your opponent” (Episode 6). Negotiating skill is a communication competency involving elements of interpersonal communication, audience analysis, and persuasive message design. “Never beg when trying to sell” (Episode 8). Effective persuasive communication appeals to the interests of the target and does not project an air of desperation.

2.2.3 The Dual Concerns Model as a vehicle for describing negotiation strategies Figure 4.2 The Dual Concerns Model (cf. Figure 1.3) Relational Outcome Important? Yes No YesNo Substantive outcome important? Collaboration Accommodation CompetitionAvoidance

2.2.3 The Dual Concern Model Alternative Situation Strategies The Non-engagement Strategy: Avoidance Active-engagement Strategies: Competition, Collaboration, and Accommodation

2.2.3 Mechanism: Determinants of the choice of strategy

2.2.3 Mechanism: Outcome stakes (1) Impact on corporate strategy Financial condition Sunk costs Precedents Accountability Urgency options

2.2.3 Mechanism: Power position(2) Size Financial base Additional manpower Expertise Leadership Prestige Communication/pers -uasion Access to media Cohesiveness of organization Experience handling conflict Commitment Legitimacy Risk-taking ability Potential coalition Alternative options Capability to reward Capability to coerce

2.2.3 Mechanism: Common interests (3) Goal Compatibility Approach Compatibility Resource interdependency

2.2.3 Mechanism: Quality of relationship (4) Quality of past relationship Mutual understanding Mutual willingness to help Quality of communication Value orientation

2.2.3 A summary of Mechanism: Choice of Strategy Q: Which position/strategy should we adopt in a given situation? A: The choice depends on the type of task at hand, the situation, and the personality of the negotiator (Personal disposition) (ref. Dupont 1982) Supporting evidence: e.g. The strategic position of IBM in India (TBCed) and the case of Geely & Volvo Merger

Case Study: Strategic position of IBM in India

3. Understanding the Flow of Negotiation Figure 4.3 Phases of Negotiation However, people frequently deviate from this model and that one can track differences in their practice according to his or her national culture (e.g. two IB Negotiation frameworks). Phase 2Phase 1Phase 3Phase 4Phase 5Phase 6Phase 7 Relationship building Preparation Information gathering Bidding Information using Closing the deal Implementing The agreement

3.1 Process of IB Neg--- Framework

3.2 Ping-Pong Model--Framework

A summary: Influence/power as a key determinant

4. The Planning Process-1 Defining the Issues (issues to be negotiated; How) Assembling the Issues and Defining the Bargaining Mix Defining Interests Knowing Limits and Alternatives Setting Targets and Openings Assessing Constituents and the Social Context of the Negotiation Analyzing the Other Party Presenting Issues to the Other Party What protocol needs to Be Followed in The Negotiation

4. The Planning Process-2 Four things to note : 1.A single planning process can be followed for both an distributive and an integrative process. 2.Several “structural” factors surrounding a negotiation may also affect the strategizing and planning process. 3.Negotiations will be conducted primarily one to one (Dyadic negotiation). 4.Complete and up-to-date planning will require a certain degree of shuttling back and forth between steps.

4.1 Defining the Issues-1 Figure 4.4 How Issues Affect the Choice between Distributive and Integrative Strategy Increasing Value to Buyer Increasing Value to Seller Claiming Value Creating Value A C B

4.1 Defining the Issues-2 While the number of issues impact strategy, it does not preclude the possibility that single-issue negotiations can be made integrative, or that multiple-issue negotiations will remain distributive. Single-issue negotiations can often be made integrative by increasing the number of issues. Similarly, in multiple-issue negotiations, the opportunity to create value may be lost in competitive dynamics.

4.2 Assembling the Issues and Defining the Bargaining Mix Large bargaining mixes allow many possible components and arrangements for settlement, thus increasing the likelihood that a particular package will meet both sides’ needs. After assembling issues, the negotiator next must prioritize them. Prioritization includes two steps:  Determine which issues are most important and which are less important.  Determine whether the issues are linked together or separate.

4.3 Define Interests Although defining interests is more important to integrative negotiation than to distributive bargaining, even distributive discussions can benefit from one or both parties identifying the key interests. Asking “why” questions usually bring critical values, needs, or principles that we want to achieve in the negotiation to the surface. Interests may be Substantive, Process-based, or Relationship-based.

4.4 Knowing Limits and Alternatives Good preparation requires that you establish two clear points: your resistance point and your alternatives.  A resistance point is the place where you decide that you should absolutely stop the negotiation rather than continue because any solution beyond this point is minimally acceptable.  Alternatives define whether the current outcome is better than another possibility.

4.5 Setting Targets and Openings Target Setting Requires Positive Thinking about One’s Own Objectives. Target Setting often Requires Considering How to Package Several Issues and Objectives. Target Setting Requires an Understanding of Trade- offs and Throw-aways.

4.6 Assessing Constituents and the Social Context of the Negotiation When people negotiate in a professional context, there may be more than two parties. When one has a constituent or observers, other issues arise, such as who conduct the negotiation, who can participate in the negotiation, and who has the ultimate power to ratify negotiated agreements. One way to assess all the key parties in a negotiation is to complete a “field analysis”.

4.7 Analyzing the Other Party The Other party’s Resource, Issues, and Bargaining Mix The Other party’s Interests and Needs The Other party’s Targets and Openings The Other party’s Constituents, Authority, and Social Structure The Other party’s Reputation and Style The Other party’s Strategy and Tactics

4.8 Presenting Issues to the Other Party ! to present a case clearly and to provide ample supporting facts and arguments; to refute the other party’s arguments with counterarguments. Because of the breadth and diversity of issues that can be included in negotiations, it is not possible to specify all the procedures that can be used to assemble information. There are, however, some good general guides that can be used.

4.9 What protocol needs to Be Followed in The Negotiation? A negotiator should consider a number of elements of protocol or process:  What agenda should we follow?  Where should we negotiate?  What is the time period of negotiation?  What might be done if negotiation fails?  How will we keep track of what is agreed to ?  How do we know whether we have a good agreement?

4. A concluding remark While this road map may frequently need to be modified and updated as discussions with the other side proceed, working from the map is far more effective than attempting to work without it.

5. Assignment 1.Further readings: Rethinking about “preparation” 2.Case study: “A small ad hoc negotiation” (Dietmeyer, 2004: ), available at the coursesite. 3.Journal Entry Writing Task: “What I have learnt …” (about 300w) (submitted at the course site: Assignment) Topics: e.g. The apprentice (Episode 03/06) OR Box 4.1 ALSO to be reported at next class (10m)

Reference Ghauri, Pervez and Fang, Tony, Negotiating with the Chinese: A Social-cultural Analysis, Journal of World Business, Fall 2001, v. 36, iss. 3, pp