Introduction to Negotiation Strategy
At Oak Spring University, we provide corporate level professional Negotiation Strategy and other business case study solution. Apollo Hospitals: Differentiation through Hospitality case study is a Harvard Business School (HBR) case study written by Suhruta Kulkarni, Kripa Makhija, Unnikrishnan Dinesh Kumar. The Apollo Hospitals: Differentiation through Hospitality (referred as “Complaints Apollo” from here on) case study provides evaluation & decision scenario in field of Technology & Operations. It also touches upon business topics such as - negotiation strategy, negotiation framework, .
Negotiation strategy solution for case study Apollo Hospitals: Differentiation through Hospitality ” 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?
Dr. Ananth Rao, who heads the Quality Department at Apollo Hospitals, Bangalore, had undertaken initiatives to measure and benchmark the hospitality services at the hospital. In-patients spend around 80% of their time under the care of the staff from different departments such as nursing, housekeeping, food & beverages, operations, and so on. The Quality team at Apollo Bangalore received 1,434 complaints from the 1,38,600 in-patients treated between March 2011 and December 2012. The feedback was generally open-ended, in the form of patients' comments, opinions, or suggestions. Of the 1,434 complaints received, the housekeeping department received the maximum number of complaints, while the dietary service had the least number. Some of the complaints were genuine concerns, while some were related to minor discomfort. Some of the complaints were very specific, while some were generic. All of these were analyzed, which would enable the hospital to work towards reducing the overall number of complaints. Text analytics was used to analyze the open-ended complaints. In order to gain deeper insights, "Defect-Defective" techniques were used to identify the processes that caused the defects. The processes were re-engineered to eliminate all the defects and a pilot study was done using the "Define Measure Analyse Improve and Control" (DMAIC) cycle. Dr. Rao and his team have developed benchmarks for several common complaints with three levels of service by adopting the Kano model. Critical to Quality (CTQ) metrics have been defined and Sigma levels were calculated for each CTQ. Dr Rao is pondering on what is a good Sigma score target to set given the importance of hospitality in Apollo Hospitals.
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. 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 “Apollo Hospitals: Differentiation through Hospitality” 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 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. According to “Suhruta Kulkarni, Kripa Makhija, Unnikrishnan Dinesh Kumar”, 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 “Apollo Hospitals: Differentiation through Hospitality ”, 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 “Apollo Hospitals: Differentiation through Hospitality” can make for an effective negotiation strategy and will make it easier to negotiate with this party the next time as well.
Suhruta Kulkarni, Kripa Makhija, Unnikrishnan Dinesh Kumar (2018), "Apollo Hospitals: Differentiation through Hospitality Harvard Business Review Case Study. Published by HBR Publications.
Feel free to connect with us if you need business research.
You can download Excel Template of Case Study Solution & Analysis of Apollo Hospitals: Differentiation through Hospitality
Capital Goods , Construction Services
Services , Business Services
Consumer/Non-Cyclical , Personal & Household Prods.
Capital Goods , Aerospace & Defense
Basic Materials , Gold & Silver
Utilities , Electric Utilities
Consumer Cyclical , Auto & Truck Manufacturers
Services , Real Estate Operations
Technology , Software & Programming
Financial , Regional Banks
Consumer Cyclical , Recreational Products
Healthcare , Major Drugs
