Introduction to Negotiation Strategy
At Oak Spring University, we provide corporate level professional Negotiation Strategy and other business case study solution. BrightStar Care: The Evolution of a Leadership Team case study is a Harvard Business School (HBR) case study written by Boris Groysberg, Colleen Ammerman, John D. Vaughan. The BrightStar Care: The Evolution of a Leadership Team (referred as “Brightstar Brightstar's” from here on) case study provides evaluation & decision scenario in field of Innovation & Entrepreneurship. It also touches upon business topics such as - negotiation strategy, negotiation framework, Branding, Change management, Entrepreneurial management, Gender, Growth strategy, Leadership development, Leading teams, Organizational structure, Succession planning, Talent management.
Negotiation strategy solution for case study BrightStar Care: The Evolution of a Leadership Team ” 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?
BrightStar Care was a rapidly growing franchise of home health care agencies. Founded by husband and wife team JD and Shelly Sun as a single agency near Chicago in 2002, by 2016 nearly 300 BrightStar franchises were open across the United States, generating over $300 million in revenue. BrightStar was now a very different company from the one Shelly and JD had started up during their first year of marriage. Shelly Sun, CEO, had decided to franchise the business in 2004, believing that the franchise model presented a relatively low-risk and high-return approach to growing BrightStar. As franchises began to sell, Sun quickly set about building scalable operations and infrastructure, including a centralized technology function and custom software for franchisees. As more and more locations opened around the United States, she focused on growing BrightStar's national marketing profile and putting measures in place to distinguish BrightStar's services as higher-quality than that of its competitors. A shifting regulatory landscape and labor shortages posed challenge, but BrightStar continued to grow swiftly. As the company evolved and Sun attempted to spend more time away from headquarters, surveying the field and building relationships, she knew she needed a strong senior management team. Some members of her senior team had been with BrightStar for years, expanding their responsibilities as the company expanded, while others she recruited from outside. In the early 2010s, Sun was close to filling all BrightStar's crucial executive roles, but had to consider whether some longtime leaders were the right fit for the company's current needs. As she thought through the composition of her senior team, she also revamped her board of advisors and pursued international franchising opportunities and a debt recapitalization. By early 2016, Shelly was looking to the company's next phase of growth while handing management of her executive team to BrightStar's President and COO.
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 “BrightStar Care: The Evolution of a Leadership Team” 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 “Boris Groysberg, Colleen Ammerman, John D. Vaughan”, 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 “BrightStar Care: The Evolution of a Leadership Team ”, 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 “BrightStar Care: The Evolution of a Leadership Team” can make for an effective negotiation strategy and will make it easier to negotiate with this party the next time as well.
Boris Groysberg, Colleen Ammerman, John D. Vaughan (2018), "BrightStar Care: The Evolution of a Leadership Team Harvard Business Review Case Study. Published by HBR Publications.
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