Introduction to Negotiation Strategy
At Oak Spring University, we provide corporate level professional Negotiation Strategy and other business case study solution. NOIR/ILLUMINATI II (A): DEFINING SOCIALLY RESPONSIBLE AFFORDABLE LUXURY CLOTHING case study is a Harvard Business School (HBR) case study written by Benoit Leleux, Barbara Scheel. The NOIR/ILLUMINATI II (A): DEFINING SOCIALLY RESPONSIBLE AFFORDABLE LUXURY CLOTHING (referred as “Noir Fashion” 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, Social responsibility.
Negotiation strategy solution for case study NOIR/ILLUMINATI II (A): DEFINING SOCIALLY RESPONSIBLE AFFORDABLE LUXURY CLOTHING ” 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?
Peter looked out of his window. His window. He liked the sound of that. It had taken him 15 years of discipline and hard work to reach this point. And 2007 was going to be the year of Noir/Illuminati II. So far, after nine months, it looked very promising. Peter Ingwersen founded the companies in February 2005. The two entities were like Siamese twins; Noir designed and produced luxury clothing for women, while Illuminati II was set up to produce high quality cotton fabrics both for Noir and other leading fashion brands. Together, they provided the basis for a totally new concept in fashion. Over the years, Peter had attended many fashion shows all over world and had become both aware and very concerned by the total lack of "social substance" of many of the major fashion companies. Was fashion just the ultimate personalization of some of the worst aspects of human behavior? Was it all about egocentrism and showing off? Could something be done to bring back meaning and substance to the world of fashion? Corporate Social Responsibility (CSR) was making its way into most other industries: why could it not infiltrate fashion? Was there any way to improve the "feel good" factor of beautiful clothes with a clear social responsibility message? Could egocentrism rhyme with eco-friendliness? Conceptually it was very clear: Noir/Illuminati II would define socially responsible affordable luxury clothing. Putting the concept into operation was the real challenge. Building a brand on social awareness, or the guilt of conspicuous consumption, could clearly be a two-edged sword. Would customers buy the story? Even more pressing, would investors follow him in this venture? Learning objectives: Developing a brand, building CSR into an offering, fair-trade concepts, certified organic productions, managing growth in the fashion business, corporate communication, financing fast growth, product positioning.
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 “NOIR/ILLUMINATI II (A): DEFINING SOCIALLY RESPONSIBLE AFFORDABLE LUXURY CLOTHING” 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 “Benoit Leleux, Barbara Scheel”, 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 “NOIR/ILLUMINATI II (A): DEFINING SOCIALLY RESPONSIBLE AFFORDABLE LUXURY CLOTHING ”, 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 “NOIR/ILLUMINATI II (A): DEFINING SOCIALLY RESPONSIBLE AFFORDABLE LUXURY CLOTHING” can make for an effective negotiation strategy and will make it easier to negotiate with this party the next time as well.
Benoit Leleux, Barbara Scheel (2018), "NOIR/ILLUMINATI II (A): DEFINING SOCIALLY RESPONSIBLE AFFORDABLE LUXURY CLOTHING Harvard Business Review Case Study. Published by HBR Publications.
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