シラバス Syllabus

授業名 Business Negotiation
Course Title Business Negotiation
担当教員 Instructor Name Nigel Konrad Denscombe
コード Couse Code NUC401_N20A
授業形態 Class Type 講義 Regular course
授業形式 Class Format
単位 Credits 2
言語 Language EN
科目区分 Course Category
学位 Degree BBA
開講情報 Terms / Location 2020 UG Nisshin Term1

授業の概要 Course Overview

*By Prof. Nigel Denscombe

Everyday challenges – I teach a lot of business school courses like Strategic Management and Business Plan (to create new ventures), but I think that Business Negotiation might be one of the most important - which is why I really like teaching it. Indeed, whether we realize it or not, a great many things in business and life involve some kind of negotiation - from determining who will do what in a group project to simply deciding where to go for lunch, you are negotiating all of the details. Of course, in an emerging new world, where many of the old "rules" don't seem to apply anymore and different cultural rules often apply, reaching agreement on things through negotiations got a lot harder. So, taking away “mystery” of successful negotiation and developing a more systematic approach to the process of negotiation (in business and in life generally) focused on what we really want to achieve must be a good learning goal and a very smart career move. It means that this should be a very useful skill building course, that will stay with you and grow through experience.

Business Negotiation (BN) - This basic level course is designed to develop and/or expand this new foundation negotiations requirement through a combination of interactive lecture, case discussion (7 cases) and “work-shop” style course learning process. The more casual work-shop like class format is designed for active learning and lots of chances for everyone to participate in the case discussions and negotiating role plays and simple negotiating exercises. The active learning environment should be a lot of fun, but gives the opportunity to really learn really useful professional skills by actually "doing it", in a step-by-step, organised process. Importantly, after the course, participants should be able to understand one of the key skills in business (and life) - negotiations, something that should be a potential a career "game changer" in the future for everyone, especially in cross-cultural situations.

本授業の該当ラーニングゴール Learning Goals


LG1 Critical Thinking
LG2 Diversity Awareness
LG3 Ethical Decision Making
LG4 Effective Communication

受講後得られる具体的スキルや知識 Learning Outcomes

Business Negotiation (BN) will provide a step-by-step understanding of what is required to negotiate well as well as hands-on negotiations coaching/feedback to enable participants to become more confident about their negotiation abilities.

Topics Covered -

- Understanding what business negotiations are all about
- How to think strategically before beginning the negotiation process
- How to understand the way to get to “win-win” situations
- Why focusing on interests and not positions is the key point
- Four key negotiation concepts: BATNA, Reservation Price, ZOPA (Possible Agreement), Value creation
- Finding the negotiation zones and the sweet spot of negotiations
- Understanding the situation, Communication and behavior styles, Being assertive (not aggressive),
- Recognising cultural differences in cross-border/culture negotiations
- The 5-steps of the negotiation process
- Negotiation tactics; Barriers to agreement
- Cooperative negotiations: Principles/Process/Results
- Multi-party and multi-phase cross-border negotiations

SDGsとの関連性 Relevance to Sustainable Development Goals

教育手法 Teaching Method

教育手法 Teaching Method % of Course Time
インプット型 Traditional 25 %
参加者中心型 Participant-Centered Learning ケースメソッド Case Method 75 %
フィールドメソッド Field Method 0 %
合計 Total 100 %

学習方法、レポート、課題に対するフィードバック方法 Course Approach, Report, Feedback methods

Business Negotiation (BN) will utilise a variety of course learning approaches, from interactive lectures/slides on basic negotiation concepts to participant centred learning through case study discussions on negotiations (7 cases), "negotiation individual/team role plays", "short negotiation written exercises" and occasional short negotiation videos from online sources. But this will require that students come to class prepared and ready to participate, as the learning really is "learning-by-doing" - meaning this will not be a lecture (one-way) style course. What is important is student willingness to participate, and part of the grade for the course will be based on your participation.

Business negotiation is structured with the learning focus on individual participation, although there will be learning slides to practically explain how to be effective in negotiations to support the skill building process. The main value of the Business Negotiation learning will be many chances to participate in case discussions and various negotiation activities and get some practical feedback/comments. A key ongoing course theme will be how to approach the process of negotiation logically and how to understand the best ways to reach the strategic goals. The course will proceed methodically from focused aspects and key learning tips of negotiations for simple one-on-one negotiations to integrate the pieces in domestic and cross-cultural team negotiations.

1. There will be various short written business negotiation exercises given throughout the course.
2. Starting Day 2, students must submit brief answers to the case questions, before each class
3. After Day 7, there will be a required integrated written final report on business negotiations learning

*Some cases might change before the course starts

「The Xiangyang Market」
「Becca Brothers」
「Case Study: Time to play hardball」
「Take the money – or run」
「Nora Sakari: A proposed joint venture in Malaysia」
「The International Lodging Merger」
「Google and the Government of China」

授業スケジュール Course Schedule


DAY 1: April 8 *Periods 1 and 2 (09:20-13:00)

Topic - Getting Started: Business Negotiation Basics - PART 1
Learning slides on Negotiations
Negotiation Role Play 1

Case1: “The Xiangyang Market” *Harvard Business School case

This cross-functional case highlights the concerns about protection of intellectual property rights as well as competition from traditional retailers in Shanghai's prime shopping venue. It begins with the history that led to Xiangyang Market's development, and concludes with a description of the future of the market (It is now closed). Located at the center of the shopping district in the trendy former French concession in Shanghai, the market is considered “a shopper's paradise by many foreign visitors”. This open-air bazaar is known for the incredible deals on quality knockoffs of designer products. The case includes an account of the shopping experience of two American tourists, giving details of their discoveries and bargaining sessions in the market.


DAY 2: April 22 *Periods 1 and 2 (09:20-13:00)
*No class on Wednesday April 15

Topic - Getting Started: Business Negotiation Basics - PART 2
Learning slides on Negotiations
Negotiation Role Play 2
Outline: The purpose of Day 2 is to understand with how to plan a negotiation for the best outcome. Especially, we will consider the ideas of position (starting, target and walk away), and interests, and BATNA (Best Alternative To a Negotiated Outcome or some would call it "Plan B")
Exercise 1 - Review (Brief written exercise handed out in DAY 1)

Case2A: “Becca Brothers: Da Click”
Case2B: “Becca Brothers: Jandie Griffin

These two short cases are two-sides discussing a negotiation, Da Click and Becca Brothers
Da Click is a successful local rap band that has attracted the attention of the national record company Becca Brothers. The situation is a multi-issue negotiation over the group's first recording contract. There are issues that are congruent, distributive, and integrative, thus presenting the opportunity for creating and claiming value. *These are concepts that we will cover in Day 2


DAY 3: April 29 *Periods 1 and 2 (09:20-13:00)

Topic - Distributive and Integrative Negotiation Solutions
Learning slides on Negotiations
Negotiation Role Play 3: Team Negotiation on Case3
Exercise 2 - Review (Brief written homework exercise handed out in DAY 2)

Case 3: Case Study: Time to play hardball *Harvard Business Review short case

A company debates how hard to push during its government negotiation. The company, Los Angeles (US) based cosmetics firm, Mariana Ash, is attempting to secure a better tax (and supply chain) situation from the Northern Mariana Islands (US territory) in the Pacific ocean, Although we don’t have all the details, the case gives opportunities to consider the important areas of negotiation, like BATNA, and allows the reader to think through the ideas of “getting to yes”, especially the ideas surrounding “integrative negotiations”. Key focus should be on how to “expand the pie”, to add value for both sides, if possible.


DAY 4: Date - May 6 *Periods 1 and 2 (09:20-13:00)

Topic - Bargaining Stage of Negotiations
Learning slides on Negotiations

Exercise 3 - Review (Brief written homework handed out in DAY 3)

Case4: Take the money – or run *Harvard Business Review short case

In this case, a team of entrepreneurs must decide whether to sign an attractive deal with an Eastern European venture capital firm that behaved dishonestly during contract negotiations. The reader considers issues such as the uncertainties inherent in launching new ventures in Eastern Europe, the need to conduct due diligence on potential investors, strategies for negotiating terms with investors, and the power of personal aims to cloud one's judgment during selection of a venture partner.


DAY 5: May 13 *Periods 1 and 2 (13:40-17:20)

Topic - Cross-border negotiations and understanding the different context
Negotiation Role Play 5: Team Negotiation/Cross-Border (M&A)on Case5 (Nora Sakari)
Exercises 4 and 5 - Review (Brief written homework handed out in DAY 4)
*Session will also preview Case6: International Lodging Merger/AAA Hotels and Lambert Hotels (DAY 6)

Case5: Nora Sakari: A proposed joint venture in Malaysia *HBS case study

This case presents the perspective of a Malaysian company, Nora Bhd, which was in the process of trying to establish a telecommunications joint venture with a Finnish firm, Sakari Oy. Negotiations have broken down between the firms, and students are asked to try to restructure a win-win deal. The case examines some of the most common issues involved in partner selection and design in international joint ventures.


DAY 6: May 20 *Periods 1 and 2 (09:20-13:00)

Topic - Cross-border negotiations and understanding the different context
Negotiation Role Play 6: Team Negotiation/Cross-Border (M&A) on Case6 (International Lodging Merger)
*Session will also preview Case7: Google and the Government of China (DAY 7)

Case6: The International Lodging Merger/Lambert Hotels (USA) and AAA Hotels (Brazil)
*For this case study, the class will be divided into two sides: One for Lambert and one for AAA Hotels

Lambert Hotels - Successful chain of 63 fully owned properties scattered throughout the US. Lambert was founded 15 years ago. Lambert Hotels appears to be a successful and growing company, as they have maintained a strong market share and build between three and five new properties each year.

AAA Hotel Co - Strong chain of 34 fully owned properties located in Brazil and in the immediate region. The company has achieved a respectable local reputation. In addition, it has established an EcoTourism foothold in Brazil – a desirable EcoTourism destination, given its diverse environment and proximity to US.


DAY 7: May 27 *Periods 1 and 2 (13:40-17:20)

Topic - Wrapping it all up with a cross-border team negotiation and Business Negotiation course review
Negotiation Role Play 7: Team Negotiation/Cross-Border on the Google China case
To learn how to analyze a negotiation from the perspective of each party when one is a government and the other a private-sector organization; a subpoint here is the difference between short-term and longer-term interests. To address the difficulties of balancing business ethics and financial objectives; an important point here is to address what it means to be ethical in a for-profit business environment. To understand the long-term effects of short-term actions.

Case7: Google and the Government of China: A Case Study in Cross-Cultural Negotiations
*HBS case study

This case study is based on the negotiation between Google and the Chinese government to allow access by Chinese citizens to a high-speed Chinese version of the Google search engine. To reach agreement with the Chinese government, Google had to agree to allow the government to censor access to some sites turned up by Google's search engine. In agreeing, Google compromised its open-access policy.

成績評価方法 Evaluation Criteria

講師用内規準拠 Method of Assessment Weights
コールドコール Cold Call 0 %
授業内での挙手発言 Class Contribution 30 %
クラス貢献度合計 Class Contribution Total 30 %
予習レポート Preparation Report 30 %
小テスト Quizzes / Tests 10 %
シミュレーション成績 Simulation 0 %
ケース試験 Case Exam 0 %
最終レポート Final Report 30 %
期末試験 Final Exam 0 %
参加者による相互評価 Peer Assessment 0 %
合計 Total 100 %

評価の留意事項 Notes on Evaluation Criteria

Concept of course is to learn-by-doing and this means a lot of class discussions, in-class activities, negotiation role plays, and team negotiations. You cannot do this if you have not read the cases/materials, looked at the reading assignment questions, and done some preparation before the classes!

Grading breakdown -
1. 30%=Class Participation *case discussions/negotiation role plays
2. 40%=Written pre-class reports and homework/in-class exercises
3. 30%=Final written report based on negotiations course learning

使用ケース一覧 List of Cases


教科書 Textbook

  • Harvard Business School「Pocket Mentor: Negotiating Outcomes" *Optional reference, not required」Harvard Business Press(2007)978-1-4221-6726-7

参考文献・資料 Additional Readings and Resource

Optional Reference *Not Required
"The Art of the Deal", by Donald J. Trump (November 2016), ISBN-13: 978-1784758240

Optional Reference *Not required
"Getting to yes", by Roger Fisher, William Ury, Bruce Patton, HBS (May 2011), ISBN-13: 978-0143118756

授業調査に対するコメント Comment on Course Evaluation

to be updated soon

担当教員のプロフィール About the Instructor 

Nigel Denscombe

Nigel is a new kind of “hybrid” businessperson standing at the intersection of two key roles: global manager/owner and business educator. This is why in 2001 he created a Tokyo/New York firm, Denscombe Corporation (www.denscombe.co.jp), to “bridge” business and education by providing strategic management solutions for repositioning/creating sustainable value propositions for corporate clients and business schools, and also by providing management education solutions for them as well.

On one side, he is a truly globalized Tokyobased BritishAmerican high valueadded management professional with a 30year successful track record of leading positive industry change and finding new value propositions.
At the same time, he is also an accomplished management educator who has created new business schools/repositioned existing ones and who also has taught a wide range of high valueadded management courses for Asian university business schools and corporate clients. In business education, as a management practitioner in the real world, his mission is to put “ business” back into business school and to
foster the global leadership required to take practical advantage of the great changes going on for sustainable corporate value propositions.

Everything Nigel teaches, he does (or has done) in the real world. This gives him a unique learning value proposition because, with his global management track record and wide business education teaching experience, he offers an unparalleled learning experience for all those participating in his management classes.
Before shifting his focus to Asia, Nigel had extensive management/owner experience in North America and Europe, focused on financial services, new business development, innovating markets and new market entry, and corporate strategy, especially restructuring and new value propositions.

Business Background (Significant Current/Recent)

Denscombe Corporation (http://www.denscombe.co.jp)
President/CEO, Capital Markets, Strategic Management Consulting, Business Education (Tokyo/NY)

CICOM Brains, Inc.
Cofounding team member/former director (Tokyo/Japan)

Denscombe & Co, Inc.
President/CEO, merchant banking/strategic consulting firm (NY/USA)

Bank of America NT & SA
Managing Director/Vice President, (New York, San Francisco, Los Angeles, Mexico City)

Bankers Trust New York Corporation
Assistant Vice President (New York, Mexico City, London/UK)

Harvard University Real Estate Investment
Financial Analyst (Massachusetts/USA)

Avon Corporation
Marketing Specialist – French marketentry team (London/UK, Paris/France)

Avesta Jernverks AB Steelworker (Avesta/Sweden)
Business Educator Background (Current)

Denscombe Corporation (Tokyo/NY)
Strategic Management Solutions: Capital Markets, Strategic Management Consulting, Corporate Education Solutions
*Core Lecturer, business education outsourcing business – Turnkey solutions for business schools and corporate inhouse
management training

International University of Japan, Graduate School of International Management (Niigata, Japan)
*Specially Invited Professor: Strategic Management, Global Marketing, Corporate Governance, International Management, Competing in Emerging Markets, New Frontier of Capitalism ASEAN

Business BreakThrough University (Tokyo, Japan)
*Professor: Casebased integrated business skill program in logical thinking, marketing, strategy and business planning

Waseda Graduate School of Commerce, ETP Japan (Tokyo)
*Lecturer: Business Plan, Financial Management, Japan MarketEntry Business Plan Mentor

GLOBIS University, PartTime
MBA Program (Tokyo)
*Lecturer : Marketing Foundations (2012/13)

Specialized Fields
Strategic management, change management, new market entry, business plan, entrepreneurship, marketing fundamentals, global marketing, emerging markets, corporate governance, international management, capital markets

Academic Background
UCLA, Business and Management of Entertainment (Extension, Los Angeles)
Harvard Business School, MBA in General Management
Harvard College, AB (Modern History)