Introduction to Negotiation Strategy
At Oak Spring University, we provide corporate level professional Negotiation Strategy and other business case study solution. To Mumbai with Love: Exiting the Family Firm case study is a Harvard Business School (HBR) case study written by Vanessa M. Strike, Aly Alidina. The To Mumbai with Love: Exiting the Family Firm (referred as “Family Love” from here on) case study provides evaluation & decision scenario in field of Leadership & Managing People. It also touches upon business topics such as - negotiation strategy, negotiation framework, .
Negotiation strategy solution for case study To Mumbai with Love: Exiting the Family Firm ” 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?
It was the summer of 2015 when the son of a family-owned real estate business in Vancouver was struck by love and decided to follow his heart to India. However, leaving his family's business was easier said than done. The family had no formal documents that provided members with an exit strategy or remuneration. There were no wills or financial plans, and whatever money was available to finance a move abroad was tied up in the family business, which was operating at a loss. At stake was the pending sale of a commercial property that could inject nearly $3 million into the family's coffers. Before leaving, which short- and long-term issues needed to be addressed to ensure the business and the family estate were prepared for the future? How should the family move forward when faced with the realization that the children might not be interested in taking over the business? Vanessa M. Strike is affiliated with University of British Columbia.
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 “To Mumbai with Love: Exiting the Family Firm” 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 “Vanessa M. Strike, Aly Alidina”, 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 “To Mumbai with Love: Exiting the Family Firm ”, 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 “To Mumbai with Love: Exiting the Family Firm” can make for an effective negotiation strategy and will make it easier to negotiate with this party the next time as well.
Vanessa M. Strike, Aly Alidina (2018), "To Mumbai with Love: Exiting the Family Firm 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 To Mumbai with Love: Exiting the Family Firm
Basic Materials , Iron & Steel
Technology , Electronic Instr. & Controls
Healthcare , Medical Equipment & Supplies
Financial , Misc. Financial Services
Transportation , Misc. Transportation
Services , Retail (Department & Discount)
Basic Materials , Chemical Manufacturing
Capital Goods , Construction - Raw Materials
Basic Materials , Chemical Manufacturing
