Schranner Consulting is the worldwide leader in consulting for difficult negotiations. We support your negotiations – with more than 40 experts in Zurich, New York and Hongkong.
„Matthias Schranner is one of the best negotiators in the world“ — Forbes
We provide clarity and stability in crucial moments to help you through your difficult negotiations. We set up a crisis plan and analyze power positions. We investigate internal and external relationships to design a negotiation process catered to your situation. We prepare all decision makers involved and implement negotiation strategies within your company. With our expertise, you will save time and get the negotiation results you need.
Our consultants immediately take so-called “first attack”-actions, such as setting up a crisis plan and stabilizing the negotiation process to avoid impairing regular business operations.
The first phase of the negotiation is critical. We support boards, managing directors and top politicians through this demanding and primordial phase to avoid any mistakes that could restrict options throughout the negotiation.
Our faculty is composed of some of the world’s foremost negotiators; we have an expert for every situation.
Our expertise allows us to recognize and pre-empt risks during the negotiation. We proactively shape the negotiation process to circumvent issues before they arise.
In our experience, companies design their areas of responsibility for conflict-free business. When crises and difficult negotiations arise, companies are often unprepared for the upcoming confrontation.
The analysis of internal responsibilities and the involvement of top managers are the first internal steps of the negotiation. This allows your company to avoid “friendly fire” caused by the interference of unbriefed executives.
The objectives are discussed and defined with the decision-makers. This allows your company to have clear goals which are in line with your corporate values.
We divide the negotiation process into individual phases and design a guideline for each phase.
These guidelines provide safety and stability, even when the negotiation is in its most difficult phase.
The negotiation team will be selected depending on the needs associated with the upcoming conflict. We model our actions on crisis procedures developed by the FBI.
Anyone who carries responsibilities in the negotiation process will receive an individualized “Negotiation Playbook” which contains clear and concrete instructions.
We prepare the negotiation team with simulations before each negotiation and give them tactical training. We secure the negotiation process internally to avoid friendly fire, and externally, to control the visibility of the process with appropriate PR measures.
With the “Negotiation Playbook”, all participants know their roles and can perform their assigned tasks without any time loss. This methodology assures a consistent implementation and a high degree of safety for the negotiation team. Furthermore, the “Negotiation Playbook” clearly defines internal and external communications for everyone involved.
The insights gained during the negotiation are analyzed, evaluated, and summarized in a debriefing. This allows the development of negotiation best practices for your company, which will serve as a blueprint for managing future conflicts.
The increasing focus on "single sourcing" is creating new levels of dependency. The cooperation between OEM and Tier 1 suppliers is optimized and stable. The anger comes from "Tier 2" suppliers.
The competition from Asian countries, especially China and South Korea, is known; the risk from these competitors can be assessed and accounted for. The real risk lies within Asian corporations who not only copy European or American IP rights, but who also register them as their own.
The “Holy Grail” in business is being increasingly placed on comparability and low prices. E-biddings, e-auctions, and hard price negotiations are on the rise. Many consultants are becoming unable to set a price on their competencies.
Uncertainties created by an unstable political environment, as well as soaring technical advancements, lead to avoidance strategies. In this sector especially, long-term investments and long-term contracts are needed.
The extremely high compliance requirements set by the legislature and the complex internal coordination procedures make it difficult to establish effective negotiation processes.
While the effects of digitization are known, the rising aggressive negotiations, in a business where partnerships used to be based on relationships, is new territory.
The wide variety of different and non-transparent national guidelines are making negotiations a gamble with many unknown variables. This is especially true due the lack of professionalism with which governments negotiate implementation of cost reduction policies in the health sector.
The current financial environment often leads to faltering negotiations. The uncertainties of our times create excessive demand, which requires an intuitive approach to negotiations.
More tasks for fewer employees lead to streamlined and lengthier negotiations. The urge for a settlement often creates inadequate results.
Dwindling margins in a competitive market create hardball negotiations, which often lead to an unsatisfactory outcome for both sides.
All sectors are affected by digitization. Telecommunications, however, are hit hardest in their market. Only after some fundamental decisions are made can new negotiation approaches be implemented.
Legal requirements, volatile markets and an enormous cost pressure require new negotiation strategies. The current approaches to price negotiations are no longer working.
The Schranner Negotiation Institute is the global leader in supporting difficult negotiations.
We train all managers involved to become professional negotiators, and we implement new strategies within the company.
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