Introduction to Negotiation Strategy
At Oak Spring University, we provide corporate level professional Negotiation Strategy and other business case study solution. Monmouth Rubber & Plastics case study is a Harvard Business School (HBR) case study written by Stuart Rosenberg. The Monmouth Rubber & Plastics (referred as “Monmouth Rubber” from here on) case study provides evaluation & decision scenario in field of Organizational Development. It also touches upon business topics such as - negotiation strategy , negotiation framework, Generational issues, Organizational culture.
Negotiation strategy solution for case study Monmouth Rubber & Plastics ” 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?
John Bonforte, the owner and president of Monmouth Rubber & Plastics, a small private rubber manufacturing company in Long Branch, New Jersey, needed to decide whether to accept an offer from a potential buyer for the business. Monmouth had been a successful company with a strong family culture since John founded it in 1964, but now in 2008 there were a number of factors that gave him reason for concern and to consider whether it was time to sell. The world economy was showing signs of slowing down. Other rubber manufacturers were forced to close down. The long term sales forecast for Monmouth was not promising. Further, the city of Long Branch, which had been in decline for years, had established a redevelopment zone for the oceanfront and its adjacent neighborhoods in 1996. The city determined that it would invoke eminent domain for properties within the redevelopment zone in need of improvement. The private homeowners and commercial business owners who were located in the designated area, including Monmouth Rubber, were compelled to negotiate with a property developer that had been contracted by the city. Many property owners refused to sell, and the case was on appeal with the New Jersey Superior Court. This created significant uncertainty surrounding Monmouth Rubber's ability to remain in its current location. At 67, John could sell the business and retire. Although his son, John Jr., had been employed by Monmouth for several years and was the firm's sales manager, there was no formal succession plan. John Jr., however, had expressed an interest in taking over the business. With a lucrative offer on the table, John needed to consider the changing competitive landscape for the industry, the weakened economic conditions, and the eminent domain. This case is suitable for courses in family business management, and it can be especially useful as an introductory case or as a second case.
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 “Monmouth Rubber & Plastics” 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 “Stuart Rosenberg”, 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 “Monmouth Rubber & Plastics ”, 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 “Monmouth Rubber & Plastics” can make for an effective negotiation strategy and will make it easier to negotiate with this party the next time as well.
Stuart Rosenberg (2018), "Monmouth Rubber & Plastics Harvard Business Review Case Study. Published by HBR Publications.
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