Introduction to Negotiation Strategy
At Oak Spring University, we provide corporate level professional Negotiation Strategy and other business case study solution. Tierra Fertil case study is a Harvard Business School (HBR) case study written by Francisco Leguizamon, John Ickis. The Tierra Fertil (referred as “Cca Fertil” 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 Tierra Fertil ” 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?
HortifrutiA?s Tierra Fertil (Fertile Land) Program was created in Costa Rica in the 1970s as a result of an initiative carried out by the Uribe family, founders of Corporacion de Supermercados Unidos - Corporacion de Companias Agroindustriales group (CSU-CCA). In 1973, with only five supermarkets, the group had a hard time supplying its points of sale with quality farming products to respond to its consumersA? demands. As a result, that year, Hortifruti-a company owned by CCA--started to organize Costa Rican farmers in order to establish some business criteria, including profit margins and minimum and maximum quality standards. Once these criteria were determined, Hortifruti proceeded to introduce production programs based on market demands. Safer and more hygienic product conditions were promoted both at the packaging and transport stages, including special requirements for suppliers. Small farmers who were unable to meet these requirements and who lived along the way to a point of sale, had their produce picked up at the farm. In 2005, Wal-Mart, the largest retailer in the world, bought CSU-CCA. Strategies, business model, management practices and work procedures of the newly-acquired organization were revised in order to adjust them to Walt-Mart's equivalents. Given that the Tierra Fertil program had entailed challenges in technical and economic infrastructure development, education, financial resources and cultural differences, the initiative represented a new conceptualization of the "conventional" value proposition as well as a deep understanding of local needs and CSU-CCA believed that Wal-Mart Central America should continue the program. Jorge Cordero, recently-promoted Agriculture Director for Central America, was in charge of elaborating and presenting arguments to help Wal-Mart executives decide about the usefulness of this supply model in Central America operations.
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 “Tierra Fertil” 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 “Francisco Leguizamon, John Ickis”, 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 “Tierra Fertil ”, 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 “Tierra Fertil” can make for an effective negotiation strategy and will make it easier to negotiate with this party the next time as well.
Francisco Leguizamon, John Ickis (2018), "Tierra Fertil Harvard Business Review Case Study. Published by HBR Publications.
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