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Response Paper: System Modification for Japan
Q1.
The project between the two companies presented an opportunity for NTC with origins from the
uncommon business practice conducted by Infosys that resulted from lacking the request for
proposal (RFP). When they previously worked with ATC in expanding the latest Information
Technology arrangement, Infosys was sought out by NTC. As such, it illustrated through NTC's
willingness to pay for the expenses held by Infosys when submitting a proposal and the
immediate acceptance once completion is achieved. Overall, there seems to be a possibility for
biases and not following standard protocol, calling companies for proposal submission, and
selecting the qualified companies.
Q2.
The contract was premised on the involvement of two parties, Infosys and NTC. The
negotiations were a disparate of the expectations one could hold as a result of the unavailability
of formality and preparation. During the acquisition of information from NTC by Infosys, formal
negotiations were not undertaken. Nevertheless, while a significant number of meetings took
place, they were not insufficient for both parties to reach a final agreement. After Infosys
submitted the project proposal cost amounting to $220,000, NTC filed for a reduction of the cost
by 50% and the duration from 16 weeks to 14 weeks. This constant back-and-forth ceased at the
offer of a 20% reduction and 14-week timeline. With the proper planning and research of one
another, the negotiation would have been completed much faster and more beneficial.
Q3.
The acknowledgment by NTC of the 20% reduction provided by Infosys stemmed from Infosys'
credibility and recommendation as a company. Therefore, regardless of its expensive nature
compared to the other companies, Infosys is credited for its experience in the modifications and
enhancements of the system. The company's work is often praised, and having worked
previously with ATC, NTC opted to pursue it for its capability margin and potential in the
industry.
Q4.
When an individual requests a discount, it is always best to inquire for a little in return.
Therefore, the approach for the return is considered as a trade-off and should be conducted by
Infosys. From this aspect, as such, as a benefit for the company's acknowledgment of a price
reduction, more time should be provided or requested due to the lack of resources for achieving
the completion of the project. Subsequently, the company is presented with another option,
which could have been the guarantee of another significant and considerable assignment to
compensate for the price reduction.
Q5.
Infosys's agreement to NTC'S request for a reduction in the cost and duration of the project
provided it with an opportunity through which it conducted negotiations with the project team, in
the inclusivity of the project's engineer. However, this negotiation stage would have presented
Infosys with an opportunity for tabling a proposal for a 15-week duration to NTC. As such, it
would have provided them with a suitable timeline. At this stage of the negotiation, Infosys
should have negotiated with NTC to have the timeline at 15 weeks. The fifteen weeks'
acquisition would be considered the common ground between the personal request for sixteen
weeks and NTC's demand of fourteen weeks. If that would not go through, Infosys's next option
is to negotiate the price once again as the new deadline's requests for more labor and equipment.
Q6.
Its existence in a cross-cultural workplace indicates that it was essential to have an experienced
individual act as the mediator. To facilitate communications and minimize conflict, Infosys
should have sent more bilingual consultants experienced in the technical field. The ability to
communicate in Japanese and English would ease the transfer of information and run a smoother
negotiation between the two companies.
Q7.
NTC’s response to Sachin’s statement was retaliation towards Infosys's numerous assumptions
without having the proper clarification. While conducting the project, both Infosys and NTC
implemented their technique and standards without considering that the applications in their
working environment may be unsuitable for the project. Overall, this comes to show the
verification bias facet. Verification bias is the propensity of citizens to observe what they desire
to observe when appraising their performance. The verifications bias directs the individual to
selectively look for information that verifies what they consider is accurate. Another factor that
may have played into NTC's response was Sachin’s disrespectful actions in the first discussion.
Having looked rather bored and refusing to join Yoneyama-san and the engineer out for a drink
may have jeopardized the negotiation as a whole.
Q8.
In high-context cultures, relationships within the workplace are often prioritized ahead of the
actual negotiation. An invitation to dinner or the bar is often done to get to know the other
individual outside of work and gain trust. With that in mind, Sachin should have gone out for
drinks with Yoneyama-san and their counterpart at NTC to show respect and strengthen the
relationship. However, it is the individual's choice whether to drink or not.