NAB Planning Template and Checklist

Submitted by Group 1
S.No GROUP MEMBER NAMES FT NUMBER
1 AASTHA SANDRA BEECHAM FT 14101
2 ABISHEK PA FT 14102
3 AISHWARYA PATHAK FT 14103
4 AMAN ABBI FT 14105
 Negotiation Planning
Arrangement is typically a trade off to settle a contention or issue or a circumstance in a manner to profit
could be expected. Transaction, in a business connection, might be utilized for offering, buying, staff (e.g
advances) and transactions, alongside else other possibilities that you feel are pertinent for your business

·       There are no rules, it can get worse

·       Prepare, do your homework
·       Consider every aspect of negotiation
·       Ask for a complete deal
·       Be Innovative
·       Learn to say “NO”
· Learn to live with silence

Important Aspects in a Negotiatio

1 ·  Parties
These are the gatherings included in arrangement vying for best conclusion for them.

2 ·    Interest
These are the cravings, concerns, and apprehensions that underlie individuals' positions. It might be substan
or employments or impalpable like right, status and so forth. Concentrating on investments of each one gat
concealed issues and distinguish which issues are of most extreme concern.

3 ·       Values
These constitute all the parameters of bargaining mix. Parties negotiate to get maximum value out of negoti
interests.

4 ·       BATNA
 It’s an acronym for Best Alternative to Negotiated Agreement. It is the blueprint you would take if current a
gatherings don't achieve an assention. Without comprehension BATNA, it gets to be difficult to touch base a
along these lines its the main impetus behind a fruitful arrangement. It is frequently seen as a state of powe

5 ·       Barriers
There are various boundaries to an effective transaction. On the off chance that the other party is dangerou
to touch base at an ideal result. A few hindrances are mystery and double dealing, uncompromising nature,
individual predispositions.

6 ·       Power

Strategic maneuvers an essential part in arrangement. Be that as it may, it totally relies on the other party's
that you are capable however the other party doesn't see you that way, your position has a tendency to win

7 ·       Ethics
Morals are general societal guidelines one needs to stick to amid the whole arrangement period. One ough
worth for both the gatherings by all reasonable means. One ought to be difficult for the issue and delicate o

Four Principles of Negotiation

1.     Separate the people from the problem

Moderators are passionate people with alternate points of view and convictions. Attempt to assemble a wo
alternate arbitrators free of whether your concur or oppose this idea.

2.     Focus on interests, not positions:

Contrasts in hobbies characterize the true issue. Engages can incorporate monetary prosperity, security, ha
and a feeling of having a place. Individuals listen better in the event that they think you comprehend them a
hobbies. Attain this by revealing to you really admire their investments.
3.     Invent options for mutual gain:
In a loose climate, conceptualize potential results among yourselves and, if conceivable, with the other side
condemning the plans.

4.     Insist on objective criteria

Create reasonable gauges and systems for assessing the alternatives that are autonomous of each arbitrato

Any negotiation has three stages, namely, pre stage, during stage
Each of these stages have been explained in detail belo

1. Planning and preparation for negotiation: PRE Stage

The imperativeness of planning can't be overemphasized. Moderators who are better arranged revel in var
– they comprehend one's objectives and diversions fine to understandable them effectively, are prepa
investigate the other party's offers all the more adequately and proficiently and set high yet achievable
arranging stage might be better seen by noting the accompanying inquiries delibe

What?

2. Goals and objectives: why are we negotiating?

The negotiating party should ask the question – “What is our overall goal?” and find a clear answer before
step.

What are our concerns, needs, wants and desires? What do we need from the agreement, no matter what
is a nice-to-gain element? This is worked out to be able to trade-off effectively.
 This appraisal is possible by appropriately distinguishing all the issues included. With the general objecti
particular issues need to be arranged for the last assention? Can any of the issue be broken down furthe
more issues that are uncovered, the better off, one will be. At that point, we have to prioritize each one iss
essentialness in the general setting by relegating it a score.

3. BATNA
Having a clear BATNA protects us from having a deal we would be better off not having. The value of eve
based on the scoring system identified previously.

4. Resistance Point (RV)

This is the worst agreement we would be willing to accept before walking off. It depends a lot on the BATN
at the same time rather than each issue independently.
Ankit
The Other Side
Now, putting ourselves in the shoes of the other part (party with whom we intend to negotiate), we need
BATNA and RV.

Zone of possible agreement (ZOPA)

It is the range between the two parties’ resistance points representing the set of mutually accep

Target value (TV)

This is set considering the bargaining zone and by summing up the other side’s situa

Relationship
What is the relationship prevailing between the negotiating parties? This would determine the future cons
tactic or action we consider during the negotiation process. Can we trust the other party? What do we kn
styles and tactics? How important is sustaining a good relationship with the other p

What is the strategy?

1. Competing: This type of strategy is assertive and uncooperative. A person pursues his/her own interest a
by making appropriate use of power. This is a power-oriented strategy where negotiator with strong in
negotiating tries to win the deal. Because their style can dominate the bargaining process, competitive ne
importance of relationships.
 2. Collaborating: This type of strategy is both assertive and cooperative. When collaborating, a person in
involve solving tough problems in creative ways resulting in solution which satisfies both the parties. Colla
negotiations to understand the concerns and interests of the other parties and thus arrive at a re

3. Compromising: This type of strategy is in the idle of both assertiveness and cooperativeness. The ob
expedient, mutually acceptable solution which partially satisfies both the parties. This negotiation results i
doing what is fair and equal for all parties involved in the negotiation. Compromisers can be useful whe
complete the deal.

4. Accommodating: This type of strategy is unassertive and cooperative. When accommodating, a person n
and satisfies concerns of the other party. The attention is given to preserving personal relationships. Accom
while negotiating to get a fair deal, especially if the other party is not sensitive towards maintai

5. Avoiding:  This type of strategy is unassertive and uncooperative. A person tends to tends to defer and
aspects of negotiating. The conflict is not paid attention to and may result in diplomatically sidestepping the
withdrawing from the threatening situation. However, an avoiding person may be perceived as tac

Who?
Who are the deciders and influencers for all the parties involved? This would help us in knowing the limits
involved and how far recommendations of line of action would work.

2 DURING stage

Where?
The place of negotiation – The manner in which the negotiation process proceeds depends on whose territ
selling takes place at the customer’s place. In the case of a diplomatic outcome, neutral territorie

When?
The best time to begin the negotiation is when all parties have adequate information and know what to e
when the meeting takes place and the provision for breaks built in will determine the extent of concentra
How?
How is the interaction going to take place- phone, face-to-face or correspondence? Each of these facilitator
the choice of one over the other should be made according to the case at hand

Intangible factors
These factors often affect negotiation in a negative way and remain out of the negotiator’s awareness. Th
existence is to try and see “what is not there?” One way to uncover intangibles is to ask questions and
listeners/observers along.

Paradoxes
·       Claiming value versus creating value
Typically the value creation stage will precede the value claiming stage and the challenge is to balance the
transition from one stage to the other.

·       Sticking to principles versus being resilient

Effective negotiators are thoughtful about the distinction between issues of principle where firmness is e
compromise and accommodation are the best route to a mutually acceptable outc

·       Sticking with strategy versus being opportunistic

Strong preparation is necessary to manage this paradox and see if there is an opportunity to move out of
new information that may emerge.

·       Honest and open versus closes and opaque

This is about being clear on,
o   How open and honest should I be with the other party?
o   What information should not be revealed at any cost?

Few Tips

➢ Effective communication is essential in any ne

 • To effectively negotiate people must be able to exchange ideas, iss
concerns and arguments through their communication.
• Effective communication involves not making use of tough words that
comprehend but communicating your ideas in as simple language a
• A good negotiator is able to skillfully position his argument in front
in such a manner that there is possibility of maximum value creation dur

➢ Listening is highly important

• Listening actively is one of the most important tool during n

• Not listening to the other party creates a sense of unimportance and di
of other party in the negotiation resulting in the destruction
• Listening actively to the issues and concerns of the other party can h
their real areas of interests which can then be used to form even better
can be used as additional points of negotiating.

➢ Read the mind of other people

• A skilled negotiator is able to read the minds of other p

• He can formulate and change his proposals according to the interests o

➢ Silence as a negotiating act

 • There are times during negotiations when stakes are high, tensions
negotiating environment and there are counter proposals from everywh
negotiator knows the power of silence in such situation
• It is better to keep silent and patient than going on with unthought
comments
• Keeping silent creates a void in the communication to which the other
pulled in to fill the void. In this way the counter argument put forth by
countered by himself or if a new pitch is made by you has higher impact
• Many times there are instances where in you have no answers to the qu
being discussed during the negotiation, by not replying or further discus
able to handle the issues
• Asking for a break is another form of the silence tactic. It signals
happy with the counter proposal. If the other person reacts on it then it
is further room for negotiating.

➢ Uncover the hidden interests and objecti

• Every participant in a negotiation has hidden agenda and issues. A goo

try and uncover these hidden interests and therefore try and create a bet
• By asking questions you can decipher other person’s needs and interests
as essential parameters in negotiation
• Ask follow up questions to infer the deeper meaning
• Feel free to question the responses
• Observe the non-verbal reactions that can signal further pa

➢ Dual Concern Model

• Understand where your party stands to benefit –

• From a relational outcome: sacrifices or concessions have to be made

party happy
• From objective outcome

➢ Consider using experts

 • Try to bring in the views of experts.
• Consult experts on the views and opinions put forth by both you and
negotiation. This helps validate the arguments
• It also helps in creating a standard

➢ The art of Persuasion

• The objective is to inspire or coerce the other party to agree to

conditions. Persuasion is an art.
• By putting forth proposals that are of interest to other party or indi
ground to influence and inspire them
• It is the use of other, less obvious motivators that makes the differ
who barter and those who negotiate
• If you reinforce other party’s performance when you reach an agreement
a sincere smile or gesture you can establish a reinforced relationsh

3 POST stage

• Implementation: Make sure that provisions of the agreement are carried out. It should be taken by the p
negotiation ideally.
• Monitoring: Keep track of the compliance and evaluate the outcome

Few Tips

·       Even if you were not able to come to a consensus with the other p
which gives the message that business might be possible next time. It ref
and your company.
·       Negotiators should enhance their reputation by working in a consi
manner.

·       Continue to learn from the experience as no two negotiations are

·       Make sure that the other party is also happy with negotiation and
cheated.

When do we Re-Negotiate??

• Parties try to re-negotiate when there is any dissatisfaction by the outcome of the previous round of n
party to create more value post negotiation.
• Create an opportunity to bring the parties together to revisit parts of agreement or whole in effect th
• The negotiator must may sure that the other party does not feel that they are being cheated by clearly ci
of re-negotiation proposal

REMEMBER IN NEGOTIATION
BE POSITIVE
BE CALM
BE RATIONAL

THANKYOU..
lanning
nce in a manner to profit ourselves however much as
offering, buying, staff (e.g. contracts), obtaining (e.g.
ertinent for your business Principles of Negotiations:

Negotiation

em.

sitions. It might be substantial, for example, land, cash,

estments of each one gathering helps uncover

ximum value out of negotiation in terms of their

ou would take if current arrangement falls flat or the
be difficult to touch base at a choice in transaction and
tly seen as a state of power in transactions.

he other party is dangerous, it gets exceptionally hard

uncompromising nature, misfortune repugnance and

relies on the other party's observation. In the event

tion has a tendency to wind up weaker.

gement period. One ought to arrange to get greatest

or the issue and delicate on individuals.

gotiation

Attempt to assemble a working association with

ry prosperity, security, having control over one's life

k you comprehend them and are thoughtful to their
vable, with the other side without judging and

nomous of each arbitrator's requests and weights.

ge, during stage and post stage.

ined in detail below.

etter arranged revel in various favorable circumstances

hem effectively, are prepared to comprehend and
d set high yet achievable yearnings regardless. The
mpanying inquiries deliberate

find a clear answer before embarking on any further

reement, no matter what and what do we require that

le to trade-off effectively.
d. With the general objective in point of view, what
e be broken down further into different issues? The
e to prioritize each one issue by recognizing its relative
gating it a score.

t having. The value of every BATNA should be scored

previously.

epends a lot on the BATNA and encompasses all issues

ndependently.

d to negotiate), we need to assess their goals, CNWD,

Seller RV
the set of mutually acceptable agreements.
Maximum Expected
Value
Value
g up the other side’s situation. Zone of possible Agree

determine the future consequences of every strategy,

her party? What do we know about the other party’s
ationship with the other party?

ues his/her own interest at the expense of other party

e negotiator with strong instincts for all aspects of
ng process, competitive negotiators often neglect the
.
 collaborating, a person indulges in negotiations that
fies both the parties. Collaborators are good at using
ties and thus arrive at a resolving conclusion.

d cooperativeness. The objective is to arrive at an

. This negotiation results in closing the deal quickly by
omisers can be useful when there is limited time to

commodating, a person neglects his/her own concerns

onal relationships. Accommodators have to be careful
sensitive towards maintaining relationship.

nds to tends to defer and dodge the confrontational

matically sidestepping the issue, postponing it or even
n may be perceived as tactful and diplomatic.

p us in knowing the limits to authority of all the parties

f action would work.

s depends on whose territory it takes place. Generally,

utcome, neutral territories are best advised.

mation and know what to expect. The time of the day

e the extent of concentration of the parties involved.
 ? Each of these facilitators has its own advantages and
ording to the case at hand.

egotiator’s awareness. The best way to identify their

les is to ask questions and another way is to take

challenge is to balance the emphasis and manage the

other.

nciple where firmness is essential and issues where

mutually acceptable outcome.

portunity to move out of one’s strategy in the light of

rge.

ial in any negotiation

 xchange ideas, issues, proposals,
ir communication.
tough words that are difficult to
simple language as possible
argument in front of the other party
value creation during the negotiation

important

tant tool during negotiation

nimportance and disgrace in the minds
in the destruction of value
other party can help you understand
o form even better proposals or even
of negotiating.

er people

e minds of other people

to the interests of the other party

ating act
re high, tensions have filled the
osals from everywhere. A skilled
in such situations
on with unthought-of arguments and

o which the other party is many times

ument put forth by the other party is
has higher impact on the other party
answers to the questions or issues
or further discussing you are better
sues
tactic. It signals that you are not
acts on it then it signals that there
iating.

s and objectives

and issues. A good negotiator should

y and create a better leveling ground
eeds and interests which can then act
egotiation
he deeper meaning
responses
signal further parameters

Y
E
odel S
R
ds to benefit – e Collaboratio
l n
s have to be made to keep the other
a N
ti O
ome o
n
Competition
a
xperts l
o
u
t
c
 a
l
o
of experts. u
h by both you and the others in the YES
the arguments
t
a standard c
o
m
asion e

party to agree to your terms and

an art.
ther party or individuals give you a
pire them
t makes the difference between those
egotiate
each an agreement with something with
nforced relationship with others.

t should be taken by the people who were part of the

evaluate the outcome

s with the other party, exit in a way

next time. It reflects well on you

working in a consistent and a fair

negotiations are similar.

th negotiation and doesn’t feel

otiate??

f the previous round of negotiation or when there is

otiation.
ment or whole in effect that it makes good sense.
eing cheated by clearly citing the terms and conditions

IATION

OU..
 Buyer RV

Expected Maximum
Value
Value
Zone of possible Agreement
Collaboratio Accommodatio
n n

Competition Avoidance

 
  
YES NO

Substantive outcome