The Book of Real-World Negotiations

17Going a Long Way to Make a Deal

Based on an interview with Howard Sheer

What do you do when you are a small company in one geographic location who is trying to do business and negotiate with a much larger entity half a world away? Then add in a clear power disparity to the mix – of which you are on the lesser end. Not an easy proposition to be confronted with.

However, while a power disparity existed in this particular negotiation, what if the other party never viewed the situation from that perspective or sought to use their clout? And if power was not the dominant frame in the negotiation, what was it that would speak to the other party and persuade them to ultimately do business with you? Finally, while we are at it, let's add in a strong dimension of cultural differences where respect and deference are fundamentally important.

As the previous paragraphs allude to, this negotiation was steeped in unusual dynamics and uncertainty. One party, based in the US, had limited but positive interactions and experiences with the other party based in India. With that experience in tow, the head of the US-based company decided he needed to travel all the way to India to show the other company how much he wanted their business. The negotiations, and the favorable outcome that unfolded from there, left both parties pleasantly surprised.

Background and the Negotiation Challenge

The company, called Ecru, is a small clothing company based in New York City. Ecru's CEO, Howard Sheer, led ...