• Like

Experience Vlerick Day - Katia Tieleman

  • 266 views
Uploaded on

 

More in: Technology , Business
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Be the first to comment
    Be the first to like this
No Downloads

Views

Total Views
266
On Slideshare
0
From Embeds
0
Number of Embeds
0

Actions

Shares
Downloads
122
Comments
0
Likes
0

Embeds 0

No embeds

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
    No notes for slide

Transcript

  • 1. © Vlerick Business School
  • 2. NEGOTIATING POWERPROF KATIA TIELEMAN#EXPERIENCEVLERICK
  • 3. © Vlerick Business School #experiencevlerick3
  • 4. 1.NEGOTIATION PARAMETERS
  • 5. © Vlerick Business SchoolPARKER GIBSONHALFLOTWILLOW STREET#experiencevlerick5
  • 6. © Vlerick Business School Consistently outperforms alow aspiration base. Yet leaves enough room fornecessary concessions toachieve a win more-win moreoutcome. Promotes positivepsychological energy. Communicates confidence andnegates irrational negotiationbehaviour. Pressurises the other party touse more energy to loweryour aspirations, so theyconcentrate less on promotingtheir own aspirations. “Anchors" the negotiation. Beware, an AB could be seenas a position - use a rangerather than a firm number. Parties must aspire to ashared AB that meets theirshared interests best. Consistently outperforms a low aspiration base. Yet leaves enough room for necessaryconcessions to achieve a win more-win moreoutcome. Promotes positive psychological energy. Communicates confidence and negatesirrational negotiation behaviour. Pressurises the other party to use more energyto lower your aspirations, so they concentrateless on promoting their own aspirations. “Anchors" the negotiation. Beware, an AB could be seen as a position - usea range rather than a firm number. Parties must aspire to a shared AB that meetstheir shared interests best.ASPIRATION BASE (AB) – A HIGH ASPIRATIONBASENegotiaton to create value6
  • 7. © Vlerick Business School Point beyond which an agreement is no longermeaningful. If you don’t understand or know your real base: It will most likely lead to a point where amutually beneficial outcome is not longerpossible. It makes it impossible to establish thecontracting zone because this rests betweenthe RB’s of the parties. You can be exploited because you don’tknow the point where you should withdrawfrom a negotiation. Beware, RB can cause thought closure and apositional stance.REAL BASE (RB) - MINIMUM REQUIREMENT FORAGREEMENT#experiencevlerick7
  • 8. © Vlerick Business School Reduces dependency on the other party’s agreement. Ensures the other party does not over-inflate its position. The stronger the BATNA the greater the negotiating power. The more readily a negotiator can walk away from anegotiation, if necessary, the greater the negotiators abilityto influence the negotiation. Knowing the alternatives available to the other side isessential to prepare for a negotiation. A BATNA protects a negotiator from accepting an agreement that is unfavourable accepting an agreement that is only in thecounterpartys best interests Knowing your BATNA is knowing what to do when thenegotiation fails. The decision to reveal or not reveal a BATNA must be basedon the strength of the BATNA and whether disclosing it islikely to weaken the counterparty’s negotiation stance.BEST ALTERNATIVE TO A NEGOTIATED AGREEMENT(BATNA)#experiencevlerick8
  • 9. © Vlerick Business SchoolCONTRACTING ZONESELLERBUYERContracting Zone /Zone of PossibleAgreement (ZOPA)ABSellersBestScenarioSellersWorstScenarioRBBuyersBestScenarioABBuyersWorstScenarioRBBATNA SellerBATNA Buyer#experiencevlerick9
  • 10. © Vlerick Business SchoolTAKEAWAYSPower- Information is power.- Time is power.- First offers act as an anchor.Relations- Negotiation as an event is different fromthe process of the negotiation.- Victims become aggressors- Walkaways are better when soft.#experiencevlerick10
  • 11. 2.FROM BARGAININGTO VALUE CREATION
  • 12. © Vlerick Business SchoolFROM BARGAINING TO VALUE CREATIONI versusIWin-LosebargainingWeValuecreationWin - WinTo achieve value creation onemust:• Verify assumptions• Change positions• Explore interests#experiencevlerick12
  • 13. © Vlerick Business School Seemingly opposed positions are not alwaysopposed when it comes to the underlyinginterests, they could be compatible. Don’t just split the pie in half. Make concessionson those issues that are not important to you,but valued by the other party.JointProblemSolvingJointOpportunityFindingInterests can be:OPPOSITECOMPLEMENTARYSIMILARWin more –Win moreWeValue creationWin - WinTO WIN MORE- WIN MORE: FOCUS ONCOMPLEMENTARY INTERESTS#experiencevlerick13
  • 14. © Vlerick Business SchoolFEEL LIKE SOME MORE? Negotiating to Create Value (November 2013) Executive MBA (September 2013)14#experiencevlerick
  • 15. Negotiaton to create value15
  • 16. THANK YOU!