Individual Written Assignment: Case Titled Ba ✓ Solved

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Task Individual Written Assignment Material 1 Case Titled Barga

Answer ALL the following questions:

1. “He realized the value of thinking like one’s opponent – seeing things as they do.” Explain what this means and give some examples to illustrate this view.
2. “The Chinese insisted that custom required the visitor—Glazer—to make the first presentation. This he did, even though he was accustomed to allowing his opponents to speak first.” What are the advantages and drawbacks of making the first offer?
3. “Glazer could hardly believe that he had lowered his price twenty percent that week.” What does this tell you about Glazer’s ZOPA?
4. What can we ‘assume’ about the way Glazer did his due diligence? Evaluate the approach.
5. Name three tactics the Chinese used in the second meeting. Evaluate briefly how Glazer dealt with them.
6. “Glazer remembered the tight deadlines he had faced on previous trips to China; now positions had been reversed, with the Chinese facing the pressures and deadlines.” What does this tell you about Glazer’s preparation strategy for the negotiation?
7. “For the first time, the Chinese made a counter offer. Auger-Aiso accepted, and agreement was reached.” Why do you think Auger Aiso agreed at this point?
8. “He believed that Auger-Aiso had been awarded the contract because it had been the preferred supplier right from the start.” How does this belief relate to understanding the difference between distributive and integrative bargaining?

Formalities:

• Word count: words
• Cover, Table of Contents, References and Appendix are excluded from the total word count.
• Font: Arial 11 pts.
• Text alignment: Justified.
• The in-text References and the Bibliography have to be in Harvard’s citation style.

Paper For Above Instructions

The art of negotiation is intricate and multifaceted, particularly in international contexts where cultural nuances can significantly influence the dynamics at play. The case of K.G. Marwin Inc. and its negotiations with the Chinese government over the implementation of the Trilliamp Process illustrates the importance of understanding one's opponent as part of a successful negotiation strategy. Glazer's realization of the value of thinking like one's opponent is crucial. This statement emphasizes the need for negotiators to adopt the perspective of their counterpart, which helps in predicting behavior, understanding motivations, and ultimately crafting responses that may resonate more positively with the other party.

For instance, in this case, Glazer recognized the cultural significance of making the first offer. In many Western contexts, initiating a negotiation tends to grant the offeror a position of strength. However, in this scenario, adhering to the Chinese custom meant that Glazer had to present his proposal first. Thus, understanding the Chinese perspective provided insight into their negotiation techniques and allowed Glazer to frame his offer strategically, even amidst discomfort.

The advantages of making the first offer include establishing an anchor for the negotiation; the initial figure often serves as a reference point for subsequent discussions. It can also convey confidence to the other party, suggesting that the initiator possesses clear knowledge of their own value proposition. However, drawbacks also exist—coming in too high can alienate the other party, while too low an initial offer may undermine one's own position, as it may lead to a less favorable perceived value of the negotiation.

Glazer's concession of a twenty percent price reduction reflects significant adaptation to the negotiation environment, highlighting his Zone of Possible Agreement (ZOPA). Such a drastic reduction likely suggests that his initial estimates for value were too optimistic, indicating a disconnect between his prior assumptions and the negotiating reality. Understanding ZOPA is essential for negotiators as it delineates the range within which agreements can be reached. Glazer, through his concessions, likely recognized the pressures exerted by competitors and the need to adapt to secure the contract.

Regarding Glazer's due diligence, it can be inferred that his past experiences led him to understand the importance of preparation in negotiations. Evaluating his approach reveals a blend of strategic foresight and adaptability—acknowledging prior tight deadlines allowed him to anticipate potential obstacles and prepare his strategies accordingly. An effective due diligence process would require thorough research about the Chinese market, their negotiation styles, and an understanding of the competitive landscape. Through meticulous preparation, Glazer could position Auger-Aiso effectively against its competitors while maintaining flexibility during negotiations.

In the second meeting, the Chinese negotiators employed several tactics to leverage their position. Examples include aggressive questioning, role-playing to create an illusion of discontent that they might resolve—which framed them as empathetic actors—and employing a divide-and-conquer strategy by communicating with one vendor about another's bid. Glazer's response to these strategies appears to be measured; he maintained composure and refrained from being visibly shaken by the tactics employed. This emotional intelligence is key in negotiations where psychological play can overshadow substantive dialogue.

Glazer's recollection of prior experiences and facing tight deadlines suggests a shift in strategy as he recognized the Chinese were being pressured. Understanding that the dynamics of power had reversed allowed him to leverage urgency to his advantage, pushing for quicker resolutions that could potentially work in favor of Auger-Aiso.

Auger-Aiso's agreement to a counter-offer from the Chinese can be attributed to a completed assessment of value, budget constraints, and market realities at that moment. It signals a recognition that maintaining the relationship and securing a foothold in the Chinese market is more beneficial in the long run than holding out for a potentially unattainable deal.

Lastly, Glazer's belief that Auger-Aiso was the favored supplier from the outset illustrates a fundamental aspect of bargaining—understanding the difference between distributive and integrative approaches. Distributive bargaining focuses on dividing a fixed resource, which can foster competitive tension. On the other hand, integrative bargaining seeks to collaboratively unlock value, aiming for a win-win outcome. This belief in favorability underlines a strategic mindset that encourages relationship-building and mutual gains, an essential mindset in long-term international negotiations.

References

• Fisher, R., Ury, W. and Patton, B. (2011). Getting to Yes: Negotiating Agreement Without Giving In. Penguin Books.
• Raiffa, H. (2002). Negotiation Analysis: The Science and Art of Negotiation. Harvard University Press.
• Lewicki, R.J., Barry, B. and Saunders, D.M. (2016). Negotiation. McGraw-Hill Education.
• Shell, G.R. (2006). Bargaining for Advantage: Negotiation Strategies for Reasonable People. Penguin Books.
• Pruitt, D.G. and Carnevale, P.J. (1993). Negotiation in Social Conflict. Open University Press.
• Karrass, C. (2003). The Negotiating Game. Random House.
• Thompson, L. (2009). Making the Best Deal When You Negotiate. Harvard Business Review Press.
• Friedman, R.A. (2015). Negotiating Rationally. Princeton University Press.
• Greenhalgh, L. (2001). Negotiation: A Very Short Introduction. Oxford University Press.
• Graham, J.L. (1985). The Influence of Cultural Factors on Negotiation. International Business Review.

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