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Instructors Guide

Negotiating Globally
IG Appendix 1.2.1
1
IG APPENDIX 1.2.1
CASE: A SCANDINAVIAN SCARE (STUDENT VERSION)

Willie Chang, Albert Chung, and Marc van de Vver
!"sed #ith per$ission o% the authors&
In the %all o% 1''', a group o% $anagers $et in (candinavia %or the %irst o% three
negotiations involving %our co$panies %ro$ three di%%erent countries and a %a$il o%
products. )he situation #as a co$$on one* a buer tells a supplier it #ants prices
reduced b 1+ percent and, ,-h b the #a, #ell also be soliciting .uotes %ro$ our
$a/or co$petitor.0
At the heart o% the $eetings #as the buers corporate agenda to cut costs. Cost1cutting is
a co$$on the$e a$ong large corporations. 2ven in good ti$es, the have been 3no#n
to pressure their vendors to lo#er prices and to pla vendors o%% against each other. )his
case illustrates #hat actions a supplier $ight ta3e in this situation. -ther vendors #ho
$a %ind the$selves in si$ilar situations can ta3e these actions as #ell.
BACKGROUND
45 is a 5utch $anu%acturer o% %iltration products. 6ather than selling directl to end
custo$ers, throughout the 1'7+s and 1'8+s, 45 sold oil %ilters and oil %ilter cartridges
!replace$ents& to (#edish and 4innish heav e.uip$ent $anu%acturers #ho, in turn,
branded and sold the products to their o#n custo$ers. In the late 1'8+s the (candinavian
$ar3et %or oil %ilters began to change. )he 4innish govern$ent consolidated $an o% the
regions heav e.uip$ent $anu%acturers into one co$pan, Con.uip. About the sa$e
ti$e, 44, a 4innish co$petitor o% 45, began suppling %ilters to Con.uip that #ere
si$ilar to those supplied b 45. 9ecause the 4innish govern$ent had a sta3e in both 44
and Con.uip, 44 #as able to gain $ar3et share .uic3l. As a result, entire divisions o%
Con.uip began replacing 45 as their supplier o% %ilters in %avor o% 44. 9 the late 1''+s,
onl Con.uip )ruc3, a (#edish division o% Con.uip, re$ained as a dedicated custo$er
o% 45 %ilters in the region. 45 #as deter$ined to 3eep Con.uip )ruc3 as a custo$er.
In the $id11''+s 45 had introduced a ne# %ilter cartridge design called :2I4 !:o#
2nviron$ental I$pact 4ilter&. 45 had hoped that the :2I4 products #ould bloc3 %urther
44 inroads into the $ar3et %or oil %ilters. )he patented :2I4 product %a$il, #hich
included :2I4 %ilter housings and :2I4 replace$ent cartridges, #as designed to %ill
increasing de$and %or environ$entall %riendl products and to tac3le the proble$ o%
i$itators such as 44. :2I4s ne# technolog $eant that :2I4 cartridges #ere cheaper to
produce than the old %ilters, and so could be o%%ered at a lo#er price. In the
environ$entall conscious (candinavian $ar3et, :2I4 #as the product o% choice.
Con.uip )ruc3 started purchasing :2I4 replace$ent cartridges %ro$ 45 and prepared to
begin purchasing :2I4 %ilter housings as #ell. 9ut be%ore :2I4 could be #idel adopted
Copright ; 2+1< b =i$ena 6a$ire>1Marin and =eanne M. 9rett
Instructors Guide
Negotiating Globally
IG Appendix 1.2.1
2
and $ar3eted, Con.uip Corporate launched an initiative ai$ed at reducing supplier costs
#ithin its divisions. In 1''', Con.uip Corporate sent 45 a list and as3ed 45 to .uote its
best prices %or these %ilters. )his 64? !re.uest %or .uote& see$ed li3e an ulti$atu$. I% 45
did not .uote co$petitive prices, Con.uip $ight %orce its Con.uip )ruc3 division to stop
buing %ro$ 45. 45 had been a#are o% Con.uips supplier cost initiative, but the 64?
ca$e rather earlier than 45 had hoped, as even #ithin Con.uip )ruc3 :2I4 still had not
been #idel adopted.
THE NEGOTIATIONS
Marc de Winter, the 45 $ar3eting and sales director, studied the product list in the 64?
and proposed a $eeting in 4inland to discuss this re.uest. )his $eeting turned out to be
the %irst in this cases series o% three $eetings and negotiations.
Meeting 1: In!"#$ti!n E%&'$nge $n( Re)$ti!n*'i+ B,i)(ing
45s goals %or the %irst $eeting #ere to develop a relationship #ith the Con.uip
representatives and, in the process, %ind out about Con.uips ob/ectives, positions, and
interests. 5eveloping personal rapport and trust #ith Con.uips corporate o%%ice #ould be
extre$el i$portant in an %uture negotiations. 45 attended the $eeting along #ith
4I:)2C@, its (#edish distributor.
)he discussion helped reveal Con.uips goal* reducing prices on all %iltration products
supplied b 45 and 44 over the next three ears. At the $eeting, Con.uip o%%ered to
retain 45 as a co$pan#ide, pri$ar supplier i% 45 could $eet its price de$ands.
@o#ever, de Winter #as suspicious o% this o%%er because o% the close relationship
bet#een Con.uip and 44. @e thought that it #ould be di%%icult to hold Con.uip to its
pro$ise. Moreover, $an o% 45s high1volu$e products #ere conspicuousl $issing
%ro$ Con.uips 64?. 5e Winter concluded that Con.uip /ust #anted .uotes %ro$ 45 on
products that co$peted directl #ith 44 products, no doubt %or the purpose o% reducing
44s prices.
5espite his suspicions, de Winter pro$ised to prepare a .uotation based on the
in%or$ation given, and a second $eeting #as scheduled %or later that %all to discuss and
negotiate pricing options. In a side discussion a%ter the %irst $eeting, 45 and 4I:)2C@
ca$e to the conclusion that Con.uip #as tring to replace 45 #ith 44 throughout the
co$pan. It #as a tough situation* unless 45 #as able to $eet Con.uips de$ands and
convince the$ to 3eep 45 as a supplier, 45 ris3ed losing all o% its business #ith this
$a/or 4innish custo$er.
Meeting 2: T'e Neg!ti$ti!n
9e%ore the second $eeting de Winter assessed the situation. )here #ere three $ain issues
to discuss* pricingA product tpeA and volu$e o% sales to Con.uip, including to ho# $an
and #hich o% Con.uips divisions 45 could sell its :2I4 product range. 45 and
4I:)2C@s highest priorities #ere to $aintain positive $argins and a long1ter$ sales
relationship #ith Con.uip. 45 also had so$e sense that Con.uip #as interested in sales
Copright ; 2+1< b =i$ena 6a$ire>1Marin and =eanne M. 9rett
Instructors Guide
Negotiating Globally
IG Appendix 1.2.1
3
in the high1$argin a%ter$ar3et !the $ar3et %or %ilter replace$ent cartridges& and to ensure
lo# procure$ent costs %ro$ 45. Con.uips interest in scope o% sales !nu$ber o%
products&, ho#ever, #as not as clear.
45 #al3ed into the negotiation #ith a poor 9A)BA* no agree$ent $eant 45 ris3ed
losing all its Con.uip business to 44. 45 #as a#are o% this poor 9A)BA, but did not
#ant to $a3e concessions too easil and loo3 #ea3. Mean#hile, Con.uip see$ed to have
a strong 9A)BA* the co$pan could easil s#itch to 44 %ilters. @o#ever, i% de Winter
could convince Con.uip o% the value o% :2I4s innovative technolog, Con.uips
9A)BA #ould #ea3en* it #ould have no supplier o% a product that #ould be e.uivalent
to the patented :2I4 product.
9oth 45 and 4I:)2C@ en/oed si>eable $argins on %ilter sales to Con.uip )ruc3. )he
3ne# the could $eet Con.uips 1+ percent price cut de$and over three ears and still
en/o health $argins.
)he negotiation began #ith an al$ost exclusive %ocus on the price. )he sides haggled
over de Winters prices on ite$s in Con.uips 64?. As a result o% this %ocus on one
issue, negotiations proved to be di%%icult. 5e Winter did o%%er a series o% di%%erent
proposals that incorporated di%%erent levels o% pricing, di%%erent product lines, and so on,
but Con.uip re/ected all these proposals, insisting on a 1+ percent discount across all
products. Con.uip #ould not discuss an other issues #ithout an agree$ent %irst on price.
It see$ed li3e an i$passe until de Winter began to %ocus on Con.uips a%ter$ar3et sales.
@e guessed that Con.uip $ight be #illing to accept s$aller price cuts i% it could increase
a%ter$ar3et sales. "n3no#n to de Winter at the ti$e, in the a%ter$ar3et %or 44
replace$ent cartridges, Con.uip #as losing $ar3et share to its co$petitors. 5e Winter
explained that :2I4s patents #ould ensure a strong position %or Con.uip in the
a%ter$ar3et. !Custo$ers #ith :2I4 %ilters #ould de$and :2I4 replace$ent %ilters
$anu%actured b 45, #hich onl Con.uip could suppl.& )his $eeting ended #ith
Con.uip agreeing to co$$it Con.uip )ruc3 to :2I4 products at prices reduced b 7 to '
percent !depending on the product& over three ears. Con.uip also pro$ised to seriousl
consider 45 as a supplier %or its other divisions.
Meeting -: P!*t.Ag"ee#ent Neg!ti$ti!n*
(everal das a%ter the agree$ent resulting %ro$ $eeting 2, de Winter received a phone
call %ro$ Con.uip Corporate indicating that the pricing #as not acceptable a%ter all.
Con.uip Corporate #anted to renegotiate prices be%ore signing the %inal agree$ent. 5e
Winter $ade clear that he #as not co$ing to 4inland or (#eden again to renegotiate a
deal in #hich all parties had alread co$e to a verbal agree$ent. @e invited the$ to
@olland i% the #anted to renegotiate.
"lti$atel a $eeting #as set up bet#een Con.uip Corporate and 4I:)2C@ in (#eden.
)his %inal negotiation resulted in an extra price decrease that #ould be shouldered b
4I:)2C@ !not 45& and a pro$ise to give 4I:)2C@ $ore business at another Con.uip
Copright ; 2+1< b =i$ena 6a$ire>1Marin and =eanne M. 9rett
Instructors Guide
Negotiating Globally
IG Appendix 1.2.1
4
division in (#eden #here business had been lost previousl.
DISCUSSION /UESTIONS
1. Wh did Con.uip send an 64? #ith a 1+ percent price1reduction re.uire$ent rather
than calling de Winter in %or a negotiationC Is there an do#nside to having run
the negotiation this #aC
2. At the %irst negotiation $eeting, Con.uip $ade a threat disguised #ithin an o%%er. )he
o%%er #as to retain 45 as a co$pan#ide, pri$ar supplier i% 45 could $eet its
price de$ands.
A. What #as the threat e$bedded in this o%%erC
9. Wh #as this o%%er not credible to de WinterC
D. I% 45 could have reduced prices b the 1+ percent re.uested b Con.uip and still
have a positive and reasonable $argin, #h negotiateC Wh not /ust reduce the
price to save the businessC
<. @o# did Marc de Winter i$prove his bargaining position at $eeting 2C What general
negotiation principle did he e$ploC @o# #ell did it #or3C
Copright ; 2+1< b =i$ena 6a$ire>1Marin and =eanne M. 9rett

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