Negotiation and Global Partnerships - PowerPoint PPT Presentation

Loading...

PPT – Negotiation and Global Partnerships PowerPoint presentation | free to download - id: 6b9f15-ZTJjZ



Loading


The Adobe Flash plugin is needed to view this content

Get the plugin now

View by Category
About This Presentation
Title:

Negotiation and Global Partnerships

Description:

The Challenges and Prospects of Globalization ... Chapter 10 – PowerPoint PPT presentation

Number of Views:7
Avg rating:3.0/5.0
Date added: 10 December 2019
Slides: 28
Provided by: dwyersnego
Learn more at: http://dwyersnegotiationskills.pbworks.com
Category:

less

Write a Comment
User Comments (0)
Transcript and Presenter's Notes

Title: Negotiation and Global Partnerships


1
Negotiation and Global Partnerships
  • Chapter 10

2
When negotiating in Russia, the slower you go,
the further youll get. Dont hurry to reply,
but hurry to listen.  
  • -- Traditional Russian proverbs

(p. 318)
3
When Arabs give a yes answer to a request, they
are not necessarily certain that the action will
or can be carried out. Etiquette demands that
your request have a positive response. A positive
response to a request is a declaration of
intention and an expression of goodwillnot more
than that. . . . If an action does not follow,
the other person cannot be held responsible for
failure.
  • -- Margaret Omar Nydell
  • University of Alexandria, Egypt

(p. 318)
4
Opening question
  • If listening is more important than speaking, and
    saying yes is often a meaningless gesture, how
    can managers negotiate or build global
    partnerships with any degree of confidence?

5
Consider GE and Mitsubishi
  • How could a formal meeting (aisatsu) between two
    highly experienced CEOs go so wrong so quickly?
    How common are such failures?

(p. 319)
6
Topic for today Negotiation and global
partnerships
  • Seeking common cause
  • Culture and negotiation A model
  • The negotiation process
  • Negotiation patterns across cultures
  • Building global partnerships
  • Managing global partnerships

7
Potential benefits of global partnerships
  1. Promote growth and development.
  2. Acquire new technologies for market applications.
  3. Respond to government policies or restrictions.
  4. Take advantage of exchange rates between
    countries.
  5. Respond to changes in the economic environment.
  6. Reduce operating costs and/or increase
    productivity.
  7. Get closer to clients.
  8. Diversify operations and markets.
  9. Open opportunities for increased vertical
    integration.

(p. 324)
8
Consider Hyundai and Samsung
  • What did Hyundai Motors seek in their global
    strategic partnerships? Were their endeavors
    successful?
  • How did Samsung Electronics build its own network
    of strategic partners to achieve its growth
    targets?
  • Today, do you consider either of both or these
    companies to be world-class brands? Why or why
    not?

(p. 324)
9
Potential drawbacks of global partnerships
  1. Long-term objectives and aspiration can sometimes
    remain ill-defined, leading to an incompatibility
    of goals as the partnership gets down to managing
    details.
  2. Potential for lack of long-term commitment by one
    or both partners.
  3. Partners may be reluctant to share key
    information.
  4. Disagreements over distribution of profits.
  5. One partner may fear losing control to other
    partner.
  6. Changing business conditions may lead to better
    opportunities elsewhere outside the partnership.

(p. 328)
10
Consider Secoinsa and Pharmacia
  • Was the Secoinsa partnership between Spain and
    Japan doomed from the beginning, or could
    managers from both sides have done things
    differently at the beginning to build a stronger
    alliance?
  • What was the nature of the conflicts that
    eventually sank the Swedish-American partnership
    Pharmacia? Could these conflicts have been
    anticipated early enough to resolve them before
    things got out of hand?

(p. 325)
11
Culture and negotiation A model
Exhibit 10.1. Cultural influences on the
negotiation process
Culture 1 Manager 1s normative beliefs about
uncertainty and social control (e.g., risk
oriented rule oriented)
Culturally compatible negotiation style (e.g.,
win-lose approach to bargaining buffer risk
through legal contracts contracts before
relationships)
Manager 1s negotiation style (e.g., competitive
negotiation sequential bargaining seek written
contract doctrine of fixed circumstances)
Other influences on the negotiation
process (e.g., previous experiences with
prospective partners preparedness for
negotiation and bargaining degree mutual trust
and mutual benefit degree of competition
control over valued resources personal and
situational differences realities on the ground)
Manager 2s negotiation style (e.g.,
problem-solving negotiation holistic bargaining
seek verbal contract doctrine of changed
circumstances)
Culture 2 Manager 2s normative beliefs about
uncertainty and social control (e.g., risk
averse relationship oriented
Culturally compatible negotiation style (e.g.,
win-win approach to bargaining buffer risk
through personal networks relationships before
contracts)
(p. 330)
12
Competitive bargaining strategy/1
13
Problem-solving bargaining strategy/2
14
Sequential and holistic bargaining strategies
(p. 335)
15
Contracts and the doctrine of changed
circumstances
(p. 337)
16
Negotiating in Japan and Brazil
(p. 339)
17
Criteria for selecting global partners
  1. Solid compatibility of strategic goals and
    tactics.
  2. Complementary value-creating resources.
  3. Complementary corporate cultures.
  4. Strong commitment to partnership.
  5. Strong philosophical and operational
    compatibility.

(p. 343)
18
Preparing for global negotiations
  1. Start with the end result in mind.
  2. Help the other side to prepare.
  3. Treat alignment as a shared responsibility.
  4. Send one clear signal.
  5. Manage negotiations like a business process.

(p. 345)
19
Managing the negotiation process
  1. Concentrate on building long-term relationships
    with partner.
  2. Focus on understanding the organizational and
    personal interests and goals behind stated
    bargaining positions.
  3. Avoid overreliance on cultural generalizations.
  4. Be sensitive to timing.
  5. Remain flexible throughout negotiation process.
  6. Plan carefully.
  7. Learn to listen.

(p. 347)
20
Management arrangements for global partnerships
  • Shared arrangements
  • Assigned arrangements
  • Delegated arrangements

(p. 348)
21
MANAGERS NOTEBOOK Can people be trusted?
(p. 353)
22
MANAGERS NOTEBOOK Building mutual trust
(p. 354)
23
MANAGERS NOTEBOOK Aligning corporate cultures
(p. 357)
24
MANAGERS NOTEBOOK Conflict resolution strategies
(p. 359)
25
MANAGERS NOTEBOOK Dealing with conflicts
  • Prepare people
  • Prepare processes
  • Explore past and present
  • Envision the future
  • Create solutions
  • Rejuvenate and reflect
  • Dont forget relationships

(p. 360)
26
Application Jeff Depew
  • Assume you are Jeff Depew and you could start
    over in preparing for the meeting between the two
    CEOs of GE and Mitsubishi. Mid-level negotiations
    are well underway, and it is your job to prepare
    your boss (GEs CEO) for the upcoming formal
    meeting in Tokyo.
  • Outline a specific plan of action to lay the
    groundwork for this meeting, doing everything in
    your power to make it successful. What would you
    do?
  • What are the biggest hurdles that might lead to
    failure?
  • What would you do to try and overcome, of at
    least minimize, these hurdles?

27
Think about it Negotiating skills
  • Think about times when you had to bargain with
    other people (colleagues, supervisors, friends,
    parents, etc.). With these experiences in mind
  • Do you believe you won most of the negotiations?
    Why or why not?
  • What are your strengths and weaknesses as a
    negotiator?
  • What specific skills do you wish to develop to
    enhance your ability to negotiate successfully
    with others?
About PowerShow.com