The concept of negotiation intelligence is industry agnostic and can be applied also in law, diplomacy and politics. The starting point for building negotiation intelligence is knowledge acquisition. First, we need to get to know the methods and techniques together with their suitability. Second, we need to learn to retrieve and apply them in the right moment. That’s why all my negotiation courses are based on the concept of experiential learning combining a healthy blend of theory and practice.
Who will become the smart financial assistant for their customers? Who will secure/gain access to them and capture their attention? Do banks stand a chance in this race? Answers to these and other questions in the recent interview with Hansjörg Leichsenring (in German).
Bank Blog TV: Gespräch mit Prof. Dr. Remigiusz Smolinski über die Chancen und Herausforderungen des Smart Financial Assistant der Zukunft.
Blessed are the peacemakers, for they will be called children of God.
Negotiation is our passion and we love sharing it with others. Through our research, we have spent decades trying to understand its complexity. We have used what we have learned in teaching generations of students and business executives across the world how to produce wise and sustainable agreements. As part of these efforts, we have also initiated an annual international negotiation competition for graduate students called The Negotiation Challenge. It offers participants a unique opportunity to compare their negotiation skills, live their passion and network with like-minded colleagues from around the world. The Negotiation Challenge has been an amazing opportunity for us to observe and interact with some of the best student negotiators in the world and analyze the secrets of their superior performance.
The Negotiation Challenge, the competition as well as this book, has its origins in our desire to help our students, the leaders of tomorrow, become better negotiators. Since conflicts are an inherent and inescapable part of our lives, we must learn howto manage and resolve them. Indeed, now more than ever, our world needs skilled negotiators who understand not only how to navigate difficult negotiation situations, but also how to engineer value and craft smart and sustainable agreements. However, teaching these skills is a great pedagogical challenge. For example, how do we optimize our classroom teaching to generate the best possible results or how can we help our students become the best negotiators they can be? In addition, although comparing students’ negotiation skills before and after a negotiation class delivers valuable insights concerning the efficiency of our teaching methods, this environment lacks the revealing dynamic that a real-world situation has. That is, have the skills they have learned also work outside of the classroom setting? Thus, letting students compete at The Negotiation Challenge puts their negotiation and our pedagogical skills to the ultimate test and helps us answer these questions by seeing how our best students perform when faced with world’s best student negotiators.
During the last decade of running our competition, the participating students, as well as their coaches and professors, have regularly asked us for our advice and guidance concerning the most effective preparation for The Negotiation Challenge. Although we have openly shared our observations with them, many have also encouraged us to publish the negotiation simulations we have written for The Negotiation Challenge to make them available for those considering participating in the competition. Thus, although this book has been long overdue, we are very happy to finally satisfy these requests.
The remainder of this book is structured as follows. Chapter 2 describes The Negotiation Challenge as a competition. It explains how and why it started. It also describes its structure and discusses the evaluation criteria that we use in an attempt to capture and measure what we term negotiation intelligence. In this part of the book, we also give details on the competition’s admissions criteria that applicants need to fulfill to compete in The Negotiation Challenge. We conclude this chapter with facts and figures from past competitions including the list of hosting institutions and the winning teams. Chapter 3 then addresses four key types of negotiation, each as an independent section. These include distributive negotiation with value claiming strategies and tactics, integrative negotiation with value creation strategies and tactics, complex multi-issue negotiations, and multi-party negotiations. Importantly, each of these sections includes four supporting roleplay simulations, which negotiators can use to develop and reinforce their skills in preparation for The Negotiation Challenge or other negotiation competitions. These 16 roleplays are carefully selected role simulations that were written for and used during previous Negotiation Challenge competitions. Chapter 4 concludes this book with our advice and recommendations for potential participants of negotiation competitions to consider. We do hope that our suggestions will both improve the chances of admission for applicants and enhance their performance during the competition.
We acknowledge that there are already many great negotiation textbooks available on the market that systematically reveal important research findings about negotiation and in turn help us understand its complex nature. Based on solid research foundations, these textbooks present well-structured empirical insights, derive useful theories, and present pragmatic tools and frameworks. However, what is missing in this collection of literature is a resource that helps one apply and practice these lessons. The goal of this book is to fill this gap. As firm believers in experiential learning, we wrote this book to offer students or anyone ready to be a better negotiator an immediate opportunity to apply and reinforce their negotiation knowledge through roleplay simulations. As such, we hope that this book with its carefully selected practical exercises offers readers an opportunity to improve their negotiations skills. In turn, we hope it helps them to negotiate smarter agreements and, even if a little at a time, make our world a better more peaceful place.
Order a paperback copy of The Negotiation Challenge: How to Win Negotiation Competitions conveniently on:
Die Gehaltsfrage fürchten viele Bewerber in einem Vorstellungsgespräch. abi>> hat mit Dr. Remigiusz Smolinski, Honorarprofessor für Verhandlungsführung an der HHL Leipzig Graduate School of Management, darüber gesprochen, wie man auf sie reagieren sollte.
The Negotiation Challenge is major global negotiation competition for graduate students. In 2017, 18 teams of world’s best students will compete in Bogota, Colombia. This is the first time the competition takes place outside Europe and we are all excited and looking forward to meeting the participants soon.
18 international teams will compete in the World Championship in Negotiation in Bogotá on April 21 and 22, 2017
The hard Brexit is presumably just an opening position which might evolve during the course of the negotiations. Both parties need wise negotiators who can put away their pride and focus on what’s really important.
Prof. Dr. Remigiusz Smolinski, Professor of Negotiation at HHL Leipzig Graduate School of Management: “Hard Brexit could be revised over the course of the negotiations”
A short piece on inspiration, innovation and the necessity to redefine ourselves. It also includes an overview of our recent activities: Innovation Bootcamp, and Collabothon together with a brief description of new products: smartpay-App and Bonus-Sparen and an open invitation to all dreamers and visionaries to define the future of financial services with us in the Startup Garage.
Recently, I reported on an innovation price we have recently received for our newly launched Bonus-Sparen product. In this post I would like to describe briefly what it is and why we decided to offer it.
In Germany only about 9% of the adults invest in the capital market. Only 9%! The remaining 91% have lots of reasons why this alternative is not suitable for them but as a matter of fact by keeping their money on their savings accounts, they actually end up decreasing their wealth. In the times of low, or negative interests rates there is simply no alternative to capital markets.
One of the reasons for avoiding capital markets most frequently stated by our customers is: it is just too complicated for me. This is also the reason we decided to tackle with Bonus-Sparen. Our goal was to come up with a product that reduces customers’ cognitive barriers, doubts and hesitations to the minimum and make investing as simple as… shopping.
With Bonus-Sparen we offer our customers discounts and rebates at major online shops and convert them automatically into ETFs. It is as simple as it can only be:
Our partner shops are happy because we deliver incremental sales for them. Our customers are happy because they can buy what they need at discounted prices and because what they save is automatically invested. We are happy because we help our customers make their first encounters with capital market investments and hope we can convince them that they are not as complicated as it may seem.
We launched Bonus-Sparen in August and even without any advertising, we are observing a constant growth in the customer base. Shopping for the retirement plan (Shoppen für die Altersvorsorge) might be a product which had been missing in the market and we are very happy we were able to have filled this gap.
A short report on our Innovation Bootcamp and the announcement of the Collabothon from the IT-Finanzmagazin.
September 5-7 we took 15 innovation drivers from Commerzbank, mBank, ebase, Neugelb Studios, VISA, and of course comdirect on an unforgettable journey to London to exchange ideas and seek inspiration in one of the world’s fintech capitals. We visited Barclay’s Accelerator, Winton Labs, R3 Consortium, VISA Collab, Level 39, and Startup Bootcamp. We listened to great pitches and inspirational presentations and also found some time to enjoy the beauty of London.
It was great to meet so many people who are so passionate about what they do. It was great to feel the energy of the fintech community. But above of all, it was great to see that some of our crazy ideas are not that crazy afterwards 😉
Ideas come from everywhere and we brought lots of them from London so stay tuned! I hope to report on some of them shortly.
Developing a concept, testing and rolling out dynamic pricing in various entities of the Otto Group was one of the most exciting projects I have ever managed. Lots of interesting insights into innovation, data, and human nature.
Dynamic pricing is essentially based on simple economic principles (Economics 101) but its practical implementation in e-commerce and brick and mortar retail has only become possible in the last decade. Our project started at the whiteboard. It felt great to sketch demand functions again, calculate their elasticities and solve optimization problems. This exercise gave us a good idea for what we need.
For economists, dynamic pricing is nothing new or exciting. Most of those who have received formal training in this discipline have learned how to estimate a demand function, how to calculate its elasticity, and how setup an objective function for whatever needs to be optimized (revenues, profit, or stock levels) and solve optimization problems. So much about theory but is it possible to apply it in real markets, to real customers and with real products?
The answer is yes but it is rather tricky. First, because demand functions are not stable in time. They change and for some products they might even change rather often. Demand functions might be different in the mornings and in the evenings. They might be different on the weekdays and on weekends. They may vary with seasons and of course with the weather. What does it mean in practice? To take full advantage of dynamic pricing, the underlying demand functions need to be constantly adjusted and the algorithm needs to look for temporal patters. Only then it can suggest the right level of prices at the right time.
Second, dynamic pricing needs data, lots of data and ideally it needs it fast. The algorithm needs to know, which products are bought and when. It needs to know, how much of which product we have on stock and how fast we can reorder. If we consider the number of products sold and the fact that each product version (e.g. size, color) can (at least theoretically) be optimized separately, we are talking about a mass of data. Ideally, the algorithm also needs to have this data real-time or as close to it as possible. The length and speed of the feedback loops between the market and the machine determines the potential of dynamic pricing in a particular application.
Third, dynamizing prices in any organization, in which they previously had been set by individuals is a huge change project. It is man against the machine. The larger the shop, the more volatile the demand, the less chance a man stands in this uneven battle. But despite this obvious imbalance of processing power, it is ultimately a man that has to decide to make himself redundant and it is not so easy. Maybe I will write a book about it some day.
So implementing dynamic pricing in organizations is typically an extra large project both in terms of the efforts as well as the potential benefits but the question is: is it worth it? It is very complex, it is rather expensive (most likely at least a six-digit number), and it ends up as a large scale organisational change project. To overweight these factors the potential benefits must be huge! … and they can be especially for the retailers whose scale of operations is large enough. According to well informed sources, dynamic prices can increase revenue and profitability by 5-6%. This is a rather conservative estimate. In its most extreme version, the impact of dynamic pricing can be even higher! What does it mean? Fully automated dynamic pricing is probably best suitable for large retailers or those selling a fast moving but limited assortment. Although it is merely a rule of a thumb, I would expect that retailers with yearly revenues significantly below 100 million (dollar or euro) would have a hard time squeezing more benefits out of this technology than their investment necessary to implement it.
There are various solutions for smaller retailers and I promise to share some of my thoughts on this topic here at some point.
Dynamic pricing works and offers a powerful way of translating high level strategic objectives (growth vs. profitability vs. stock levels) on the most granular level of SKU prices. It also implements brand strategies which are perfectly aligned with customers’ perception and their resulting price sensitivity. It captures also the most relevant changes in company’s environment and immediately suggests appropriate pricing adjustments.
All this magic happens, when we dare to trust the machines 😉