Practical Business Negotiation: Educator Notes
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Practical Business Negotiation: Educator Notes ContentsChapter 1 1 Chapter 2 2 Chapter 3 4 Chapter 4 5 Chapter 5 6 Chapter 6 7 Chapter 7 7 Chapter 9 8 Appendix II Inheritance far away
Appendix IV How not to give concessions 9 Appendix VI 10 Notes for OVD 11 Notes for AP and Shepard Fairey and HOPE 15 Notes for Shoe Business Coopetition 16 Notes for ZawaSoft and Pak-Ton 23 Notes for Recruit the best! 25 Notes for Sonde SA strikes a balance 26 Notes for cultural IP anime 29 Notes for Toyota Tsusho and Encana – second round 33 Notes for Channel-Port aux Basques 37 Notes: Three party e-mail negotiation – residential real estate 42
TablesChapter 1Q1: Answers a, b, and d are predominantly distributive. Answer c is much more complex and requires integration of many issues, not all of which will be distributive. Even the others (a, b and d) have the potential to be partly integrative. Q2: The agent can be very aggressive because there is only one “Ichiro” and many other companies would pay for his participation in their advertising. Q3: Answers b and d are predominantly integrative because they are very complex and involve intangible values that may be difficult to evaluate. Depending on culture and expectations, some students may or may not choose answer a. Answer c is definitely not integrative – it is a simplified commercial transaction and it would be very difficult to make it more complex. Q4: Write an example of a typically distributive negotiation: Many answers are possible. Q5: Write an example of a typically integrative negotiation: Many answers are possible. Q6: Integrative – even if it is “entirely based on money,” such a transaction will be very complex with integrative potential. Further, it would be nearly impossible for such a transaction not to include personalities, other institutions and many complexities. Choosing the strategy
Case: The incompetent translator Answer: Yes – the costs would have outweighed the benefits. Particularly a young company with limited resources could have bankrupted itself in the process of a court battle. Chapter 2Why do you think that “echo questions” are effective? Various answers are possible. Generally the echo questions focus the conversation on that topic. What do both sides learn from an echo question? Various answers are possible. Generally, one side learns what is important to the asker, and the asker learns the other parties’ ideas about that issue. What is the benefit of asking open questions? Various answers are possible. Generally open answers lead to general knowledge that can help to solve problems and create value. In which situation during a negotiation would you ask an open question? Any of these, except when you want specific facts. Even at the closing of a negotiation, there is still opportunity to develop ideas and plans. What kind of question would you ask after hearing, “Our company can deliver 2,000 units”? Closed – can lead to specific information about delivery time and cost. Example: “When?” or Probing – can deepen information about needs and purpose and therefore offer more opportunities to create value. Example: “Can you deliver more in certain months of the year?” (probing for scheduling differences). A series of probing questions will generate more information and problems that need to be solved than will a closed question. Write the question you might ask: Various answers are possible. Develop 2 questions Tanba Agro could ask Hyogo Cake. Various answers are possible including probing and open questions about the business, high and low activity times (daily, weekly, seasonally) and many other questions. How can you manage reciprocity in order to comfortably share information without losing control or not receiving reciprocal information from the other party? Provide small amounts of information as the other parties give information. Do not provide much more than the other sides do. Case: Professor’s patent Answers should vary – the point here is to consider various ways the professor could be thinking. These ways would later be confirmed by further research or during the negotiation. The professor could be interested in getting cash to enjoy in his retirement, gaining fame for his important work or helping others by putting his process into use. Any of these or a combination could be an important motivation for the professor. Failure to discover his interests may lead to poor negotiation results. South America intellectual property – relationship Various answers are possible: small talk about soccer, local culture, food or other easy topics. Leading to repeat business Any of these could result in future business, though (3) is the least likely. Even in the case of (3), no benefits will be gained by not building some relationship. Why build relationships? The best summary is (b). “Without mutual development, long-term relationships have no value.” Yes. Concrete mutual developments increase the chances of interaction in the future. Vague agreements to work together again are likely to remain indefinite talk. The other party tells you. . . . You reciprocate with. . . . Negotiators should propose solutions and/or share their own information in order to build the relationship. Is it ever useful to be assertive? Why or why not? Yes. Issues that you feel are high stakes must be pressed. Successful negotiators do not avoid issues that are important for them. Is satisfaction high if a high money goal is achieved? No – satisfaction may be related to money, other tangible resources or intangible results. What can you do to develop satisfaction in the other parties? Various answers are possible. What can you do to develop satisfaction in the other parties? Table Developing satisfaction
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