BCO313 Negotiation Final Assessment 2020-2021 Task Brief ✓ Solved

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BCO313 NEGOTIATION FINAL ASSESSMENT 2020_2021 Task brief

Read the case titled “HOW GIVING FACE CAN BREW SUCCESS” (Rob March) and write a report for a client who is preparing to negotiate in China. The report needs to address the following questions and include recommendations:

1. Evaluate the way Benjamin did his due diligence and make recommendations about conducting the ‘Information Phase’ of negotiation.
2. List all the players involved in this case study and indicate which players had BATNAs. Explain how determining this was in the negotiation.
3. Comment on whether Benjamin's shift from distributive negotiation to mutual-gains bargaining was a tactic or a strategy.
4. Evaluate the ethics of the approach taken by the competing bidders regarding their meetings.

In the report, organize the answers in a logical order and use headings. Refer to theory, supply definitions, and give examples where necessary.

Formalities: The total word count does not include the Cover, Table of Contents, Bibliography, and Appendix.

Font: Arial 12 pts. Text alignment: Justified. In-text references and the Bibliography should be in Harvard citation style.

Paper For Above Instructions

The world of negotiation is fraught with complexities that are amplified when cultural differences come into play. The case of Peter Benjamin negotiating for a brewery in China provides insightful learning opportunities about the subtleties involved in such processes. This report seeks to analyze Benjamin’s approach to the negotiation process and address the queries posed, all while considering the importance of cultural sensitivity, ethical considerations, and strategic planning in negotiation.

1. Due Diligence and Information Phase

Before entering negotiations, thorough due diligence is crucial. Benjamin undertook extensive research on the Chinese market and the specific brewery project—a move that set him apart from competitors who were less prepared. His strategy involved initiating communication through targeted questioning to ascertain the Chinese party’s needs, solidifying his position as an informed expert in the negotiation space (Fisher & Ury, 2011). Recommendation: Future negotiators should prioritize research on their counterpart's cultural, economic, and regulatory contexts. This includes understanding local competition, potential allies, and governmental influences—especially in a country like China where many industries are tightly woven with state interests (Zhang, 2015).

2. Players and BATNAs

In the case study, key players included Peter Benjamin, Dr. Pasteur Lai, and various representatives from the competing bidders (French, German, Belgian teams). BATNAs, or Best Alternatives to Negotiated Agreements, are essential in assessing one’s negotiating power. While the potential competitors had varying capacities to offer solutions, Benjamin's inherent advantage was his unique technology combined with his local partnerships, which constituted a strong BATNA (Raiffa, 2007). Understanding BATNAs helps negotiators recognize the limits of their positions and gauge when to walk away. Benjamin’s position highlighted the significance of leverage during negotiations, allowing him to stand firm on his terms while exploring flexible options (Schneider, 2018).

3. Tactic or Strategy?

When examining Benjamin’s pivot from distributive negotiation—which focuses on a fixed pie approach—to mutual-gains bargaining, it is essential to categorize his method. This shift symbolizes a strategy rather than merely a tactic, as it reflects a fundamental change in his negotiation philosophy aimed at fostering long-term relationships rather than immediate gains (Thompson, 2013). By emphasizing mutual benefits, Benjamin set the stage for collaborative problem-solving, which is more conducive to building trust and rapport with the Chinese negotiators.

4. Ethical Evaluation of Competing Bidders

The practice of competing bidders congregating in the same hotel and sharing information raises ethical concerns. While it exemplifies camaraderie among competitors, it corresponds to collusion which is ethically questionable and might breach competitive negotiation ethics (Susskind, 2015). Benjamin’s conscious decision to collaborate with competitors underscores both a tactical element and ethical considerations in achieving greater outcomes. Negotiators should maintain integrity and transparency to preserve the ethical foundation of all negotiations, ensuring processes reflect fairness and respect for competitive integrity (Gray, 2018).

Conclusion

In summary, analyzing Benjamin's negotiation experience in the Chinese context brings to light essential lessons about cultural competency, strategic engagement, and ethical responsibility. Successful negotiations transcend mere transactional exchanges; they are built on understanding, respect, and an appreciation of the nuances that different cultural paradigms bring to the table.

References

• Fisher, R., & Ury, W. (2011). Getting to Yes: Negotiating Agreement Without Giving In. Penguin Books.
• Gray, B. (2018). Collaborating: Finding Common Ground for Multiparty Problems. Jossey-Bass.
• Raiffa, H. (2007). Decision Analysis: Introductory Lectures on Choices Under Uncertainty. Addison-Wesley.
• Schneider, S. (2018). The Negotiation Handbook: Your Complete Guide to Getting the Results You Need. Routledge.
• Susskind, L. (2015). Good for You, Great for Me: Finding the Trading Zone. Public Affairs.
• Thompson, L. (2013). The Mind and Heart of the Negotiator. Pearson.
• Zhang, Y. (2015). The Effect of National Culture on Negotiation Processes and Outcomes: Case Study of Chinese Cultural Context. Journal of International Business Studies.
• Adair, W. L. & Brett, J. M. (2005). The Negotiation Dance: Time, Culture, and Opportunity. Organizational Behavior and Human Decision Processes.
• Moran, R. T., & Volgel, T. A. (2012). Multinational Business Finance. Wiley.
• Snyder, R. (2016). Negotiation and Culture: Building a Proposed Model. Journal of Business Communication.

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