CONSULTING
SCHRANNER CONSULTING is the worldwide leader in consulting for crisis negotiations in business and politics.
We support your negotiations – with more than 40 experts in Zurich, New York, Hongkong and Dubai.
WHAT WE DO
CRISIS PLAN
Our consultants immediately prepare the “initial strike”, 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 initial 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.
ANALYSIS
In our experience, companies design their operations 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 to plan the negotiation. This allows your company to avoid “friendly fire” caused by the interference of unbriefed executives.
TARGET
The analysis of the opposing side is usually carried out with haste and lack of detail. We thoroughly investigate your negotiation partner – professionally and free
from any emotional attachment.
STRATEGY
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.
PROCESS
A negotiation process is shaped by power dynamics and relationships.
We analyze existing
strategies and consolidate them into a reliable and stable negotiation process, taking individuals’ needs and concerns into account.
We design multiple sets of strategies to remain flexible and to maintain the upper hand at all times.
TEAM
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 negotiating team will be selected depending on the needs associated with the upcoming conflict. We model our actions on crisis procedures developed by the FBI.
IMPLEMENTATION
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.
TRAINING
Anyone who carries responsibilities in the negotiation process will receive an individualized “Negotiation Playbook” which contains clear and concrete instructions.
We prepare the negotiating 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 protection for the negotiating team. Furthermore, the “Negotiation Playbook” clearly defines internal and external messages for everyone involved.
INDUSTRIES
An increasing focus on single sourcing is creating new levels of dependency in this industry. While the collaboration between OEM and “Tier 1” suppliers is optimized and often stable. However, issues often arise from “Tier 2” suppliers.
This industry is increasingly under pressure in terms of comparability and prices. E-biddings, e-auctions, and hard price negotiations are on the rise and many consulting firms are unable to negotiate a price which adequately reflects their level of competency.
Uncertainties caused by an unstable political environment and the development of new technologies often result in avoidance strategies. However, particularly in this sector, both long-term investments and contracts are needed.
Extremely high regulatory compliance requirements and complex internal coordination procedures make it difficult to establish effective negotiation processes in this industry.
While the effects of digitalization on this industry are well-known, an increasingly aggressive negotiation style is challenging for a business that used to be reliant on relationships.
A wide variety of different and non-transparent national guidelines turn negotiations in this sector into a gamble with many unknown variables. Governments often lack professional negotiation approaches to implement policies in the health sector.
Increasing the workload while reducing the workforce often results in tighter schedules where in fact negotiations would take more time. As a result, the need for quick settlements often creates inadequate results.
Dwindling margins in a competitive market create hardball negotiations, which often lead to an unsatisfactory outcome for both sides.
While all sectors are affected by digitalization, telecommunications is changing radically. However new negotiation approaches can only be implemented in this industry when fundamental decisions have been made.
Legal requirements, volatile markets and soaring cost pressure require new negotiation strategies. The current approaches to price negotiations are no longer working.
