「釋義」

在談判理論中，談判協(xié)議的最佳替代方案（BATNA：Best Alternative to a negotiated agreement）是指在談判失敗、無法達(dá)成協(xié)議的情況下，一方可以采取的最有利的替代行動方案。與這一選擇完全相反的是WATNA（談判協(xié)議的最壞選擇）。

BATNA可以包括多種情況，如中止談判、過渡到另一個(gè)談判伙伴、對法院的裁決提出上訴、實(shí)施罷工以及形成其他形式的聯(lián)盟等。

一個(gè)人對BATNA的估計(jì)決定這個(gè)人的談判底線或者臨界點(diǎn)在哪一點(diǎn)，在這一點(diǎn)之上，任何談判條件都超越他的期望，都是他可以接受的。

「應(yīng)用場景」

有時(shí)候，正確的策略甚至是縮小協(xié)議的范圍。一條經(jīng)典的談判建議是仔細(xì)評估（并力求改進(jìn)）你的BATNA。問題是，在多數(shù)高風(fēng)險(xiǎn)的談判中，除了與對方達(dá)成某種協(xié)議之外，實(shí)在沒有其他可行的選擇。在此情況下，對BATNA分析進(jìn)行深入挖掘至關(guān)重要。關(guān)鍵不在于簡單地考慮有沒有別的方法可以完全取代與強(qiáng)大對手達(dá)成協(xié)議，而是要設(shè)法取代你希望通過協(xié)議實(shí)現(xiàn)的目標(biāo)中的部分元素。

Sometimes the right strategy is even to reduce the scope of the deal. A classic piece of negotiation advice is to carefully evaluate (and seek to improve) your BATNA. The problem is, in most high-stakes negotiations, there’s really no viable alternative to some deal with the other party. Digging deeper into BATNA analysis is vital in such scenarios. The key is not to simply consider wholesale alternatives to any agreement with a powerful counterpart but rather to explore alternatives to some elements of what you’re seeking through that deal.

以下是一家醫(yī)療設(shè)備公司有效利用這種方法的例子。該公司在與主導(dǎo)某重要區(qū)域市場的一家分銷商的談判中感到有心無力。其他分銷商在該地區(qū)的占有率無法與之匹敵。在考慮過擴(kuò)大協(xié)議范圍之后，該設(shè)備制造商轉(zhuǎn)而選擇收縮協(xié)議范圍，在該地區(qū)某些細(xì)分市場上為部分產(chǎn)品找到了替代性的分銷渠道。通過幾家較小的分銷商將產(chǎn)品投放市場，可能會極其復(fù)雜，且會增加成本、減少收入。但這家設(shè)備制造商明確了縮小與現(xiàn)有分銷商協(xié)議范圍的策略，談判就得以更公平地進(jìn)行。

Here’s how that approach worked for a medical device company that felt powerless in its negotiations with a distributor that dominated an important regional market. No other distributor had comparable coverage in the region. After considering expanding the scope of the deal, the device maker instead opted to narrow it. It identified alternative distribution channels for some of its products in some segments of the regional market. Bringing its products to market with a portfolio of smaller distributors would have been prohibitively complex and would have increased costs and reduced revenue. But once the device maker had defined a strategy to narrow the scope of the deal with the incumbent distributor, the negotiations moved to a considerably more even footing.

《你有談判策略嗎》

喬納森·休斯, 丹尼·厄特爾

2020年8月刊

“What’s Your Negotiation Strategy?”

by Jonathan Hughes and Danny Ertel

編輯：馬冰侖?