Introduction to Negotiation Strategy
At Oak Spring University, we provide corporate level professional Negotiation Strategy and other business case study solution. Capital One: Leveraging Information-Based Marketing case study is a Harvard Business School (HBR) case study written by James Lattin, Michael Rierson. The Capital One: Leveraging Information-Based Marketing (referred as “One's Fairbank” from here on) case study provides evaluation & decision scenario in field of Sales & Marketing. It also touches upon business topics such as - negotiation strategy , negotiation framework, Growth strategy, Performance measurement.
Negotiation strategy solution for case study Capital One: Leveraging Information-Based Marketing ” provides a comprehensive framework to analyse all issues at hand and reach a unambiguous negotiated agreement. At Oak Spring University, we provide comprehensive negotiation strategies that have proven their worth both in the academic sphere and corporate world.
What’s my BATNA (Best Alternative To a Negotiated Agreement) – my walkaway option if the deal fails?
What are my most important interests, in ranked order?
What is the other side’s BATNA, and what are his interests?
In November 1997, Richard D. Fairbank, Chairman and CEO of Capital One Financial Corporation, was reflecting on the success of his company since its initial public offering (IPO) in 1994. The success had come primarily from one business: credit cards. Despite the phenomenal success of the company in this one market, Fairbank's vision for the company was not limited to credit cards. He wanted to diversify to reduce Capital One's vulnerability to consumer credit market saturation and downturns. Fairbank also saw an opportunity to extend Capital One's capabilities into other markets. He saw Capital One as not just a credit card or financial services company but rather as an information-based marketing company. Because Capital One's strategy would work well in other information-driven industries, Fairbank's idea was to concentrate on growing, data-rich industries--large enough to contribute significantly to the company's growth trajectory--and focus on products and marketing channels where Capital One could leverage its capabilities in scientific testing and mass customization. Despite having investigated over 50 diversification opportunities, Capital One was not pursuing any, largely because they were a poor fit or failed to capitalize on Capital One's core competencies. A recent hire, Mike Rowen, and his team, however, had just finished a four-month long investigation into the auto financing industry. It was up to Rowen and his team to decide whether to present auto financing as the right opportunity for leveraging Capital One's information-based strategic capabilities. The team knew that if it recommended going ahead, it would have to put forth a plan that would address any concerns or objections raised by Fairbank.
By interests, we do not mean the preconceived demands or positions that you or the other party may have, but rather the underlying needs, aims, fears, and concerns that shape what you want. Negotiation is more than getting what you want. It is not winning at all cost. Number of times Win-Win is better option that outright winning or getting what you want.
Options are the solutions you generate that could meet your and your counterpart’s interests . Often people come to negotiations with very fixed ideas and things they want to achieve. This strategy leaves unexplored options which might be even better than the one that one party wanted to achieve. So always try to provide as many options as possible during the negotiation process . The best outcome should be out of many options rather than few options.
When soft bargainers meet hard bargainers there is always the danger of soft bargainers ceding more than what is necessary. To avoid this scenario you should always focus on legitimate standards or expectations, clearly understanding the arbitrage . Standards are often external and objective measures to assess the fairness such as rules and regulations, financial values & resources , market prices etc. If the negotiated agreement is going beyond the industry norms or established standards of fairness then it is prudent to get out of the negotiation.
Every negotiators going into the negotiations should always work out the “what if” scenario. The negotiating parties in the “Capital One: Leveraging Information-Based Marketing” has three to four plausible scenarios. The negotiating protagonist needs to have clear idea of – what will happen if the negotiations fail. To put it in the negotiating literature – BATNA - Best Alternative to a Negotiated Agreement. If the negotiated agreement is not better than BATNA (Negotiations options), then there is no point in accepting the negotiated solution.
One of the biggest problems in implementing the negotiated agreements in corporate world is – the ambiguity in the negotiated agreement. Sometimes the negotiated agreements are not realistic or various parties interpret the outcomes based on their understanding of the situation. It is critical to do negotiations as water tight as possible so that there is less scope for ambiguity.
Many negotiators make the mistake of focusing only on the substance of the negotiation (interests, options, standards, and so on). How you communicate about that substance, however, can make all the difference. The language you use and the way that you build understanding, jointly solve problems, and together determine the process of the negotiation with your counterpart make your negotiation more efficient, yield clear agreements that each party understands, and help you build better relationships.
Another critical factor in the success of your negotiation is how you manage your relationship with your counterpart and other people doing the mediation. According to “James Lattin, Michael Rierson”, the protagonist may want to establish a new connection or repair a damaged one; in any case, you want to build a strong working relationship built on mutual respect, well-established trust, and a side-by-side problem- solving approach.
According to
Harvard Business Review
, there are three types of negotiators – Hard Bargainers, Soft Bargainers, and Principled Bargainers.
Hard Bargainers – These people see negotiations as an activity that they need to win. They are less focused less on the real objectives of the negotiations but more on winning. In the “Capital One: Leveraging Information-Based Marketing ”, do you think a hard bargaining strategy will deliver desired results? Hard bargainers are easy to negotiate with as they often have a very
predictable strategy
Soft Bargainers – These people are focused on relationship rather than hard outcomes of the negotiations. It doesn’t mean they are pushovers. These negotiators often scribe to long term relationship rather than immediate bargain.
Principled Bargainers – As explained in the seven elemental tools of negotiations above, these negotiators are more concern about the standards and norms of fairness. They often have inclusive approach to negotiations and like to work on numerous solutions that can improve the BATNA of both parties.
Open lines of communication between parties in the case study “Capital One: Leveraging Information-Based Marketing” can make for an effective negotiation strategy and will make it easier to negotiate with this party the next time as well.
James Lattin, Michael Rierson (2018), "Capital One: Leveraging Information-Based Marketing Harvard Business Review Case Study. Published by HBR Publications.
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