NAB Template

8/13/2019 NAB Template

http://slidepdf.com/reader/full/nab-template 1/21

Submitted by Group 50

S.No. Group Members: FT Number

1 KARIVARATHARAAJU M FT14328

2 KARTIK BHANDARI FT14329

3 KAUSHIK DAS FT143304 KAUSHIK ANANTHANARAYANAN FT14333

NAB Plannin

& Che



Email ID

[email protected]

[email protected]

[email protected]

[email protected]

Template

klist



Phases

6W-1H

Who

Why

What

Whom

Where

When

How

NAB Planning Template and Checkli

Who is this negotiation about? Who all are a party to it?

Pre - Negoti

To whom

What are o

this negoti

Why did th

like it did?

Who got w

Where are the Blind spots in

this negotiation? Where do I

need to look?

When should we stop/be not

negotiating?

How to negotiate from: positionof weakness, when negotiations

get ugly- irrationality, distrust,

anger, threats, ego

How can fcreated?

When was

decided? -

Where in t

we have d

ourselves?

What is that is to be

negotiated? What Values do the

parties bring to the table?

The offer from whom can be

considered as the bestalternative to this negotiation?

Where in the negotiation can

we face barriers?

When may the parties use their

powers? When are the parties

not being ethical?

How do you get ready for thenegotiation using the 7 key

elements.

During

Who is being honest and who istrying to deceive?

Why is/are the other

party/parties adamant on

certain issues? Can some value

be created?

What strategies to use to

influence?

Towards whom is the balance of

negotiation shifting?

Who is this negotiation about?Who all are a party to it?

Pre

Why is this negotiation

required? What are the

interests of the parties?



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<Enter values here>

<Value 1>

<Value 2>

<Enter values here>

<Value 1>

<Value 2>

<Enter values here>

<Value 1>

<Value 2>

<Enter values here>

<Value 1>

<Value 2>

What is that is to be negotiated? What Values do the parties bring to the table?

The next obvious element is what values do the other parties bring to the negotiation. W

do which is of greater value to them.

Example: If your company specializes in certain services you can write that as your value.

I/We Filled automatically Filled automatically Filled automatically

<Enter interests

here>

<Interest 1>

<Interest 2>

< >

<Enter interests

here>

<Interest 1>

<Interest 2>

< >

<Enter interests

here>

<Interest 1>

<Interest 2>

< >

<Enter interests

here>

<Interest 1>

<Interest 2>

< >


Why is this negotiation required? What are the interests of the parties?

In negotiation the next important element is the "interests" of the parties. Why are thes

want, what is valuable to them that they wish to have.

The parties mentioned by you have been copied below. Now below each of the party meExample: If you are interested in a promotion then write promotion below your name, if

the project work to be completed in two months then write the same below his name. Si

names.

In a negotiation there are 7 key elements. The first key element is "Parties". Who all are

When you answer this question you need to identify all the stakeholders. Keep in mind t

with across the table but there may also be other parties. Look at third side, who all are l

public, public authorities, environmentalists etc.

Enter the names of the parties in the columns below. The first one has been entered as I

I/We <Enter name here> <Enter name here> <Enter name here>

Party 1 Party 2 Party 3 Party 4



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Powers

Ethics <Enter your estimate

of ethics>

<Enter your estimate

of ethics>


of ethics>


of ethics>

<Enter powers> <Enter powers> <Enter powers> <Enter powers>

When may the parties use their powers? When are the parties not being ethical?

While preparing for negotiations we need to look at two vital elements: power and ethic

Power: List down the powers that all the parties have. Example: Workers may have the p

influence over clients etc.

Ethics: It is also a good idea to list down your estimate of the ethics that the party follow

may know that a party is known to be unethical, you may be doubtful about some partie


<Enter barriers> <Enter barriers> <Enter barriers> <Enter barriers>

Where in the negotiation can we face barriers?

In negotiation there can be barriers that parties may face. This could be due to existing c

down all barriers you can think other parties may have and also write down your own ba

issue, a one time problem etc.


<Enter BATNA> <Enter BATNA> <Enter BATNA> <Enter BATNA>

The offer from whom can be considered as the best alternative to this negotiation?

A very important element in negotiation is BATNA - Best Alternative To Negotiated Agre

It is important to identify your BATNA as well as the BATNA of other parties so that you k

them before your offer becomes second best to them.




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Parties

Interests

Values

BATNA

Barriers

Power

Ethics

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To

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Step 2: Calculate your reservation Value

An analysis for your BATNA is critical because it allows you to calculate your reservation

situation of negotiation. As you see, a careful assessment of your BATNA is essential if yo

that is based on a realistic assessment of your alternatives. Your BATNA is the reality you

negotiation.

Step 1: Assess your BATNA

1. Identify all of the plausible alternative options you might pursue.

2. Estimate the value associated with each alternative.

Step 3: Assess the other party’s BATNA

Now that you have assessed your BATNA and calculated your reservation value, you kno

the negotiation. You will want to think through each of these alternatives carefully.Step 4: Calculate the other party’s reservation value

Now that you have evaluated your BATNA, a reasonable way to determine her reservatio

do with if the negotiations does not work out.

Step 5: Evaluate the ZOPA

Once you have an idea of each party’s reservation value, you can evaluate the zone of po

possible deals that would be acceptable to both parties.

Preparing to Negotiate

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How do you get ready for the negotiation using the 7 key elements.

Here's a summary of what you've found out till now:




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To

Towards whom is the balance of negotiation shifting?

If you feel the negotiating is not going towards creating value for both the parties or goin

negotiation, you need to anchor the negotiation and move the negotiation towards creat

Where are the Blind spots in this negotiation? Where do I need to look?

They may be uninformed, have hidden constraints or interests. In this kind of situation ,

information and express our problems on why their demands may not be met. Also we safter all these constraints are exposed so that in the end we end up creating value for all

table

What strategies to use to influence?

1. We can Prepare and Create a scoring system

2. Separate Information from influence – did I learn anything new or was this just influen

3. Rephrase their offer in other terms

4. Appoint a devil’s advocate

5. Do not negotiate under time pressure

During NWho is being honest and who is trying to deceive?

In a negotiation when you get a hint that the other person is Lying, firstly confirm based

negotiation background if the other party is actually lying or not. Also set a trap to catch

If the other party is actually lying, you may warn them or confront them based on the sit

negotiation is not creating value with the degree or magnitude of the lie, you may decide

negotiation.

Why is/are the other party/parties adamant on certain issues? Can some value be crea

Strategy 1: Identify your multiple interests.

Strategy 3: Calculate a package reservation value.

Strategy 4: Identify the other party’s multiple interests.

Strategy Enter your notes belo

Strategy 2: Create a scoring system.

Preparation Strategies for Value Creation

In this section, we add to this list of preparation tasks:



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Who got what?

Post-Ne

How to negotiate from: position of weakness, when negotiations get ugly- irrationality,

From a Position of weakness:

1. Don’t reveal that you are weak

2. Overcome your weakness by leveraging their weakness3. Identify and leverage your Distinct Value Proposition

4. Consider relinquishing power if there is very little power anyway

5. Strategize on the basis of entire negotiation portfolio

Irrationality

1. They may be uninformed, have hidden constraints or interests

2. Need to deal with distrust . Trust is of two types – competence and intention

How to deal with Anger

1. Seek to understand cause of anger

2. Give voice to their anger – give legitimacy to other person’s feelings

3. Sidestep the emotion – don’t take it personally

4. Help them focus on their true underlying interests

Deal with threat and ultimatum

1. Ignore Threat

2. Neutralize any additional threats they might be tempted to make

3. Let them know if you don’t find the threat credible because of their

a. constraints

b. interest

Parties away from the table may be affected due to the negotiation .Other side’s inform

strength of Competition. Often we neglect things that are right in front of eyes – Grossed

is missed. Best way to go forward is to give Time, and have an Investigative mind-set and

When should we stop/not be negotiating?

When Time is MoneyWhen Your BATNA Stinks - And Everyone Knows It

When Negotiating Sends the Wrong Signal

When Relationships Might Suffer

When Negotiating is Culturally Inappropriate



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<Enter

gains and

perspecti

ve loss>

<Enter

gains and

perspecti

ve loss>

<Enter

gains and

perspecti

ve loss>

<Enter

gains and

perspecti

ve loss>

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What are our takeaways from this negotiation?

Party 1 Party 2 Third Side Influencers

The parties will have go back and reflect on the reason for the negotiation. They will eval

interests and synergies have been met or not. They will also have to identify the various

during the course of the negotiation. They will have critically evaluate the deal and mark

turning points or favourable or unfavourable circumstances

Why did the negotiation take up place? Why did it turn up the way it did?

There are many stakeholders whom we would need to consider to evaluate the question

Parties : It is important to ensure that harmony is maintained between all parties presen

one will have to ensure that parties have been treated fairly and have a net positive ZOP

Third Side : The third can can be any one who feel that they had a stake in the negotiatio

helped in any aspect.They should feel satisfied by the outcome of the negotiation and feel that their opinion

Influencers : Teams that help strengthening the deal further by providing more wrt to cr

opportunities can improved.

Deciders : Key people in parties who feel that they might left cash on table and acting u

a position to claim the excess value left

Using the headers given below, stakeholders can write down what one gained and what

captured during the course of the negotiation.



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When was the negotiation decided?

To whom did the cherry go?

Where in the negotiation could we have done better for ourselves?

Did the place have any influence on the outcome of the decision? It is always a good ide

to enhance the value and thereafter claim it. This should be similar to the actual negotiat

should have been achieved. If required, the venue of the negotiation can be changed.

During the course of the post-post settlement it is important to be aware of the stumblin

negotiation and look at improving upon those aspects to ensure that no value has been l

increasing the trust and the lead to better relationship between the parties. The aspect o

also be considered.

Parties associated with the negotiation will have evaluate the gains and losses with all ho

and potential that they sleeked. If they have met all their interests, it can be concluded t

to and look leveraging it to its maximum.

To answer this question, there are many aspects that need to examined. These are :

a) Type : Was the negotiation conducted in a congenial atmosphere? Was it direct negoti

of what was available to be claimed or was it indirect in terms of probing statements lea

was evaluated and created?

b) BATNA : Since the deal has been arrived parties need to realise that their BATNA is no

focus should be on making the deal 'sweeter' if possible.

c) ZOPA : The deal should be signed such that it is a positive ZOPA for the parties involve

d) Bargaining Mix : Was the hierarchy of bargaining mix realised in terms of concerns me

deal itself. Tradeables by means of logrolling and cotingency contracts should helped in a

e) Value : The deal shouldbe such that it beyond the resistance value of each parties and

incremental value that is still desired and has been left on the table

f) WHAT IF condition : If the negotiation has failed then the BATNA needs tobe pursed a

needs to be executed.What caused the negotioation to fail is something that will be eval



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Party 1 Party 2 Third Side Influencers

<Enter

Barriers

Power

ConcessionsProcesses

Value>

<Enter

Barriers

Power


Value>

<Enter

Barriers

Power


Value>

<Enter

Barriers

Power


Value>

There will be certain turning-points during the negotiation. This should be identified by t

beneficiaries, influencers and the third side. Was the turning point dependent on extern

at the table or was it caused due to information that one chose to ignore? Parties should

in terms of strategic significance and potential aftereffects post negotiation.

It should be noticed the deal should have been concluded without any animosity and wit

toxicity. This will help realise potential synergies that are envisioned. Further, in the caserelationships do matter to eliminate fixed-pie bias and this will help overcome certain de

incremental pareto efficiencies.

How can further value be created?

Parties will have to focus on the processes and standards that were followed, the conce

influence and power that was exerted, barriers that were overcome and ethics with w

same can be written in text boxes mentioned below. This will help structure the post-po

The role of influencers , the third side and decision makers becomes very critical at thiskey feature at this stage which will ensure that parties recognise the potential benefits o

exploiting the conditions to claim the same. However, the claim should conducted such t

bargaining mix of parties involved and looks at building upon previous pareto-agreement



Instructions:

Click on the hyperlinks on

the left side and read the

instructions and fill in

information where asked.

t

ation

id the cherry go?

ur takeaways from

ation?

e negotiation turn up

hat?

Post

rther value be

the negotiation

deciding factor?

he negotiation could

ne better for



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<Enter values here>

<Value 1>

<Value 2>

<Enter values here>

<Value 1>

<Value 2>

<Enter values here>

<Value 1>

<Value 2>

<Enter values here>

<Value 1>

<Value 2>

hat is it that they can do for you and and what is it that you can

Do the same for other parties.

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<Enter interests

here>

<Interest 1>

<Interest 2>

< >

<Enter interests

here>

<Interest 1>

<Interest 2>

< >

<Enter interests

here>

<Interest 1>

<Interest 2>

< >

<Enter interests

here>

<Interest 1>

<Interest 2>

< >


<Enter name here> <Enter name here>

parties looking forward to the negotiation. What is it that they

ntion their interests.you entered your manager as Party 2 and your manager wants

milarly write all the interests of all the parties below their

Party 6 Party 7 Party 8

a party to the Negotiation?

hat parties may not be limited to the ones you will directly deal

ooking at you for the decision? Shareowners, creditors, clients,

We (you can change that to who you represent)

<Enter name here> <Enter name here>

Party 5




of ethics>


of ethics>


of ethics>


of ethics>


<Enter powers> <Enter powers> <Enter powers> <Enter powers>

s.

ower to hold up work, a salesman may have the power of

. For example: You may assume your manager to be fair, you

s.



<Enter barriers> <Enter barriers> <Enter barriers> <Enter barriers>

ntracts, cultural differences, difference of opinions etc. Try to jot

rriers. A barrier could also be like a family constraint, a temporary



<Enter BATNA> <Enter BATNA> <Enter BATNA> <Enter BATNA>

ment. It is the course that a party will take if this negotiation fails.

now what options do they have and how much can you stretch




alue (RV), or your walk-away point in the current

u are going to establish a rational reservation value

will face if you reach no deal in the current

the lowest offer you would be willing to accept in

n value is to consider what the other party is likely to

ssible agreement, or ZOPA. The ZOPA is the set of all

Enter answers below:












Your Notes:

g towards a zero-sum

ing value.

Your Notes:

e can share some of our

ould come up with a solutionthe parties at the bargaining

Your Notes:

ce

gotiationYour Notes:

n your knowledge of your

more lies.

ation at hand. If you feel the

to discontinue with the

ed? Your Notes:

w:



Your Notes:

otiation

distrust, anger, threats, ego? Your Notes:

tion advantage might pose as a

so much in task that something

conscious effort.

Your Notes:



<Enter

gains and

perspecti

ve loss>

Your Notes:

Your Notes:

Deciders

uate whether their potential

tumbling blocks that came up

certain events which caused

Your Notes:

comprehensively

in the negotiation. To do so,

.

n or probably who could have

as counted and considered.

ation of value and existing

on advise of influencers, are in

hey feel might have lost or not



Your Notes:

Your Notes:

Your Notes:

to seek post-post settlement,

ion in which pareto efficiency

g that arose during the actual

ft unclaimed. This will help

f third party involvement should

nesty. Did it met their interests

at achieved what they wanted

iation where parties were aware

ing through which the value

longer their reality but now

.

eting desires and finally actual

chieving the bargaining mix.

should be evaluated in any

d contigency plans for the same

ated with keen detail.



Your Notes:Deciders

<Enter

Barriers

Power


Value>

he stakeholders including the

l factors such as new revelation

also evaluate the timing of deal

hout the presence of any

of post-post settlement,ficiencies to achieve

Your Notes:

ssions that were made, the

ich the deal was concluded. The

t settlement.

stage. Post-Post Settlement iscreating new value and

hat it does not reduce the

.



<Enter name here>

<Enter powers>


<Enter barriers>

<Enter BATNA>

<Enter values here>

<Enter interests

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