Seminar Paper
Recently we have participated in several integrative negotiation exercises. This kind of negotiation usually contains several negotiable issues, thus clearly understanding your preference and priority are the crucial important step which allows you to continue future trade-offs. We have been talking a lot on how to create values by developing your preference, however, I found I sometime fail to maintain my priority and always deviate from my major preference in the piratical negotiation. I want to share my experience of the case. This is a typical case of integrative negotiation which we actually have several different negotiable issues. As the role of Alphexo, during my previous preparation stage, I realized possible sales restriction and profit-sharing are the issues would bring me biggest benefits, so I decide to focus on them. I also decide to use venture leadership and I.P rights to create extra value if we could not reach the deal. At the beginning of the negotiation, I think I did a good job because I clearly expressed my preference to my partner that I highly value restriction and profit-sharing. Since both of us persisted on that, my partner then moved to the I.P rights. We spent a quite long time on negotiation of the I.P rights, and gradually, my concentration deviated from my decided priorities to this side issue. I started to stay firmly on the I.P rights, and my partner then switched back to the sales restriction and asked for my concession on restriction. I unintentionally agreed to move from 18 months/18months to 6 months/18months. After the negotiation, I realized it might be his strategy to mislead my concentration from my priorities to side issues, and as a consequence, the rooms of negotiation on those previous highly valued issues are enlarged. Although the I.P rights gives more $10 million benefits, which seems to exceed the benefit I lost by making concession on sales restriction ($5 million), the possible size of my “Pie” is reduced. If