Introduction to Negotiation Strategy
At Oak Spring University, we provide corporate level professional Negotiation Strategy and other business case study solution. France Telecom in 2010 case study is a Harvard Business School (HBR) case study written by Robert A. Burgelman, Debra Schifrin. The France Telecom in 2010 (referred as “France Telecom” from here on) case study provides evaluation & decision scenario in field of Global Business. It also touches upon business topics such as - negotiation strategy , negotiation framework, .
Negotiation strategy solution for case study France Telecom in 2010 ” 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 2010, France Telecom faced fierce competition from other large European telecommunication companies as well as from French telecoms. The industry was rapidly changing, and France Telecom found itself also competing with content providers, internet giants and equipment makers who were moving into telecoms' businesses, creating a "pressure cooker" for telecoms. In response, France Telecom was offering content, such as movies and games, and developing new areas such as eHealth and online advertising. France Telecom wanted to keep pace with its European rivals, which were growing both organically and through mergers, acquisitions and joint ventures. However, France Telecom had to tread carefully, as it had almost gone bankrupt seven or eight years earlier because of debt stemming from international acquisitions in Europe in 1999 and 2000. Nevertheless, it was widely felt in Europe that consolidation among telecommunication companies was necessary, and France Telecom was entering joint ventures in Britain and Switzerland to expand its footprint. France Telecom was also expanding into developing markets, especially in Africa, which brought higher gross margins but also saw occasional political instability. France Telecom had an added challenge in that a vast majority of France Telecom employees were civil servants and therefore could not be laid off or fired. In addition, the environment for employees was increasingly stressful and competitive, and people were often re-deployed multiple times in order to find suitable jobs for them within the company. In fact, France Telecom faced a crisis: between the start of 2008 and early 2010, more than 40 France Telecom employees took their own lives. The case also includes a CEO transition from Didier Lombard (2005-2010) to Stephane Richard.
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 “France Telecom in 2010” 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 “Robert A. Burgelman, Debra Schifrin”, 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 “France Telecom in 2010 ”, 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 “France Telecom in 2010” can make for an effective negotiation strategy and will make it easier to negotiate with this party the next time as well.
Robert A. Burgelman, Debra Schifrin (2018), "France Telecom in 2010 Harvard Business Review Case Study. Published by HBR Publications.
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