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Introdução à negociação: um livro de estratégias para se tornar um negociador persuasivo e com princípios

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Yale University

Introdução à negociação: um livro de estratégias para se tornar um negociador persuasivo e com princípios

1364 classificações

This course will help you be a better negotiator. Unlike many negotiation courses, we develop a framework for analyzing and shaping negotiations. This framework will allow you to make principled arguments that persuade others. It will allow you to see beneath the surface of apparent conflicts to uncover the underlying interests. You will leave the course better able to predict, interpret, and shape the behavior of those you face in competitive situations. In this course, you will have several opportunities to negotiate with other students using case studies based on common situations in business and in life. You can get feedback on your performance and compare what you did to how others approached the same scenario. The cases also provide a setting to discuss a wide-ranging set of topics including preparing for a negotiation, making ultimatums, avoiding regret, expanding the pie, and dealing with someone who has a very different perspective on the world. Advanced topics include negotiating when you have no power, negotiating over email, and the role of gender differences in negotiation. To close out the course, we will hear insights from three negotiation experts: Linda Babcock, Herb Cohen, and John McCall MacBain. Enjoy.

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John McCall MacBain: The Consummate Dealmaker

In 1987, John purchased a classified advertising magazine in Montreal called Auto Hebdo, the first of what would become a worldwide portfolio of Auto Trader, Buy and Sell and other classified ad papers. Over the next twenty years, he purchased some 500 papers and websites literally all around the world -- China, Russia, Poland, Australia, Columbia, Sweden, Hungary, Italy, Canada, Argentina, Brazil. He sold the business, bought it back, took it public, and then ultimately maximized shareholder value by selling off the whole business in five pieces. He is now a philanthropist focused on education. I've known John for 35 years, ever since we were classmates at Oxford. And I had a front row seat to his dealmaking as I served on the board of his company, Trader Classified Media. His papers were all about buying and selling, but when it comes to buying and selling, there's no one better. He exemplifies principled negotiation. You are in for a special treat.

Taking Items Off the Table5:20

Have the Champagne Ready2:50

Negotiating in Good Faith2:59

Put Your Foot Down4:39

Conheça os instrutores

Barry Nalebuff
Milton Steinbach Professor
Yale School of Management

If you do a hundred deals,

you better do them quickly so help me understand a little bit more your

perspective of how do you get things done fast or slow I guess.

>> Well no, I'm probably one of the many proponents of, once you've agreed on that,

remember the first meeting you get to know we learn about the other person,

the second you create the principles of the deal.

Once you've got those principles, believe it or not, that's your 80/20 rule.

That is 80% of the deal.

The rest is just getting through it and that can take as long as people want.

Lawyers are paid by the hour, so it's not in their interest to go quickly.

We realize intervening events can come about which make the deal irrelevant.

That persons partner could die, he could decide to sell to someone else.

Whatever it is.

Once we've got those principles done, we try to get a, exclusive negotiations,

b, make it for a reasonable time, and c, keep close to them so

we can avoid all those extraneous events coming in to hurt our deal.

So we try to do it extremely quickly.

I'm known as wanting to get the deals done very quickly.

And in some ways they like that because it gets their money quicker and

they like that.

So that's really important but sometimes if you can't get the deal done quickly and

it's falling apart, don't walk away angry because sometimes the deals come back.

And we've had many examples where we've had a deal not work and

a decade later we bought that company.

>> Just give me a sense of when you say fast, what's fast here?

>> I was working at a company in Montreal And I saw this deal for

AutoHEBDO, a sort of classified magazine in Montreal.

And I remember I talked to the owner's accountants.

And they said, well look let us call him because he's actually with the printer.

And the printer is trying to by it at the printer's fishing lodge.

And there's one phone in the kitchen, and I said, actually why don't you run out now

and call them, and here's the terms roughly I'm going to give.

The principles and the player member walked out the account, very

senior person to firm and he called the guy, and the phone rang and he happen to

be getting a coffee in the kitchen, this large fish lodge, picked up the phone.

He says, listen I have somebody else who'd like to look at the business.

Here's his terms.

He said, well those are very interesting, I'll leave the fishing early to meet him.

So we left the fishing early.

If I hadn't immediately got the principles to him and he came in and the deal was

three quarters of the way done when he came in because we knew he had somehow.

He liked the principles, we moved from there.

When we got him there we said here's the principles, you like them,

we reviewed them on one page term sheet.

We signed it.

And I had 14 days to close it and basically $5 million.

So I was working at a company at that time so we signed that deal, I had 14 days.

This is day 1.

I walked in the next morning to my boss and I said listen,

I'd like to take 2 weeks off if I could.

Look at this deal.

And my boss said that's fine have your resignation on my desk tomorrow morning.

Now my wife at the time was eight months pregnant, this was pressure, but

it put the pressure on me to get that deal done within those fourteen days.

So what I did [CROSSTALK] >> At least you didn't have any other

distractions.

>> I had no other distractions.

So I worked very hard, to a find, I only had, I had a stock options company was

worth $200,000, I put in $200,000 in the deal and the other 5 million,

we found a financier to do that deal with us, we found him within the 13 days,

the pressure of that person knowing when the deal would close and

we need the money there, made them work very quickly.

And then the 13th day at about 10 at night, we closed that deal and got it, and

that was the start of my career.

If I had waited any longer the other company would have made another bid.

The financiers said let's take more time on this.

The principles were right, and we just needed people senior enough to realize

that and we had a big team working in parallel always

to make sure we closed that deal in 13 days and that was really important.

We've had other examples where we take longer.

We've had deals where- >> I think most deals are gonna take

longer than 13 days.

>> Yeah, some deals take longer.

Well, one, we always try to get everything done in 13 days,

I was born on February 13th.

But no, I think, Barry, some deals which aren't gonna come about It's interesting,

we try to get something.

A glad example is, we were buying the paper,

secondhand paper in Buenos Aires, and in going through our due diligence,

we realized that there was an issue about some tax issues.

And they couldn't solve it in time, and the guy said,

I don't wanna do anything now.

But I said, gee, you know, we've done all this work on this,

Could you at least make sure that we have a first right of refusal on your business.

So you have to come to talk to me before you can sell to somebody else.

And that was very effective, because ten years later,

I received a call saying, gee, you know, I'd like to sell.

And I said well, send me the offer.

And of course he had no other offer, so we were able to negotiate that.

It gave him a sign to know.

So we were able to buy that at a fair price, ten years later.

But we got something.

So one of the other principles is even if the deal doesn't work out quickly,

make sure you can try to get something at the end of that time period so

they have some value in the future.

And the second rule- >> And why did he give that to you?

What did you give him in return for the- >> He felt bad.

What we gave him is the guilt feeling.

He felt bad that he wasted a lot of our time.

Also he knew that we are the major buyer of these papers in the world.

He didn't want to make me feel bad.

So I made it feel all this work, and

you had something you could have told us, didn't work out, so what can you give me?

And he didn't value the first right of refusal too much.

Ten years later, he realized the value that we took that day.

The second one is a deal which didn't work out.

When we try not to totally poison the waters.

This is sorta a funny story.

We were buying the paper in British Columbia

called Auto Trader British Columbia.

And in doing our due diligence, we found that there was a discrepancy

in the distribution of the papers.

And anyway there was an issue on this, the deal didn't close.

He felt very bad about this.

It was in November.

And in December for my Christmas present, I received from British Columbia

a salmon in a box which must have rotted for five years.

We opened it up at home for Christmas and our house smelled for like three weeks.

So I thought, gee, we'll never get this deal done.

>> Wait, he sent you a rotten salmon?

>> He sent me a rotten salmon because he was so

angry that we didn't close the deal, which we didn't have to because he was

cheating on the >> We believe he wasn't and

he wasn't properly accounting for distribution, but

what's interesting we didn't get angry at that.

We didn't do anything.

We realized ten years later when we thought he wanted to sell the company,

that maybe it's not John to go do that deal.

So we sent someone else, but

we hadn't ruined the reputation of our whole group with him, and

that other person was able to go and get that deal closed never mentioning my name.

So even if the deal is personally antagonistic,

don't make it group antagonistic, so there's still a way back.

We did that.

>> You made someone mad enough to send you a rotten salmon.

Are you sure it wasn't one of those delicacies like rotten shark,

and you just didn't understand?

>> Some people assume what they're doing and not telling you will not be found out.

And when they found out there's a face issue,

I think I probably hit the face issue too badly.

So he was quite angry about that, but in the end,

you know we got the deal and, and everything was good.

And he was, maybe not the most stable of characters let's put it that way.

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