Bargaining Behaviors

Closely related to the above discussion of negotiation tactics are the different types of bargaining behaviors, including both verbal and nonverbal behaviors. Verbal behaviors are an important part of the negotiating process because they can improve the final outcome. Research shows that the profits of the negotiators increase when they: (1) make high initial offers, (2) ask a lot of questions, and (3) do not make many verbal commitments until the end of the negotiating process. In short, verbal behaviors are critical to the success of negotiations.

The Use of Extreme Behaviors Some negotiators begin by making extreme offers or requests. The Chinese and Arabs are examples. However, some negotiators begin with an initial position that is close to the one they are seeking. The Americans and the Swedes are examples.

Is one approach any more effective than the other? Research shows that extreme positions tend to produce better results. Sоmе of the reasons relate to the fact that an extreme bargaining position: (1) shows the other part that the bargainer will not bе exploited; (2)extends the negotiation and gives the bargainer а better opportunity to gain information on the opponent': (3) allows more room for concessions; (4) modifies the opponents' beliefs about the bargainer's preferences; (5) shows the opponent that the bargainer is willing to play the game according to the usual norms; and (6) lets the bargainer gain mоrе than would probably be possible if а less extreme initial position had been taken.

Although the use of extreme position bargaining is considered "un-Arnerican," manу U.S. firms have used it successfully against foreign competitors. When Peter Ueberroth managed the Olympic games in the United States in 1984, he turned а profit of well over $100 million and that was without the participation оf Soviet Bloc countries, which would have further increased the market potential of the games. In past Olympiads, the sponsoring countries had lost hundreds of millions of dollars. How did Ueberroth do it? One way was by using extreme position bargaining. For example, the Olympic Committee felt that the Japanese should pay $10 million for the right to televise the games in that country. So when the Japanese offered $6 million for the rights, the Olympic committee countered with $90 million. Eventually the two sides agreed on $18.5 million. Through the effective use of extreme position bargaining, Ueberroth got the Japanese to pay over three times their original offer, an amount wеll in excess of the committee's target.

Promises, Threats, and Other Behaviors Another approach to bargaining is the use of promises, threats, rewards, self-disclosures, and other behaviors designed to influence the other party. These behaviors are often greatly influenced by the culture. Graham conducted research using Japanese, American, and Brazilian business people and found that they employed a variety of different behaviors during а buyer-seller negotiation simulation. Table 4-4 presents the results. The table shows that the Americans and Japanese make greater use of promises than do the Brazilians. The Japanese also rely heavily on recommendations and commitment. The Brazilians use а discussion of rewards, commands, and self-disclosure mоrе than the Americans and Japanese. The Brazilians also say по а great deal more and make first offers that have: higher-level profits than those of the others. The Americans tend to operate between these two groups, although they do make less use of commands than either of their opponents and make first offers that have lower profit levels than their opponents.

Дата добавления: 2015-07-20