Marketing and Sales

Programmes
2015 2016

Negotiation
Dynamics
Executive Education

Expand your horizon. Make an impact.

Negotiation Dynamics 2015 2016

01

Negotiation
Dynamics
Develop your negotiation skills
We are all experienced negotiators, and we face
challenging and complex problems of persuasion
and influence on a daily basis. We buy and sell.
We manage workers and work for managers. We
deal with friends, family, colleagues, merchants,
organisations and institutions all the time.
Successful negotiation requires agreement and
collaboration with other individuals. Since other
stakeholders do not often have the same interests,
perceptions and values as we do, negotiation skill
is needed, both professionally and personally.
Negotiations are all-pervasive and yet they often
do not go as well as we would like. What are some
of the reasons for falling short of success and
how can we address them?
Limited awareness of negotiation methods
Many managers negotiate with little systematic
strategy in mind. The basic method employed
is often reminiscent of traditional haggling
where parties start with extreme offers, concede
reluctantly and try to demonstrate a greater
willingness than the other party to walk from the
table if things do not go their way.
Few strategies to deal with negotiation
obstacles
Even if negotiators are aware of effective
negotiation methods, the negotiation process is
rarely smooth. Obstacles challenge the success
of the negotiation process, and the unpractised
negotiator might lose his or her way. There are
at least four kinds of obstacles: behavioural,
emotional, cognitive and structural.

Lack of adequate understanding of and

strategies to deal effectively with the
complexities of negotiation relationships
Negotiations often become problematic because
parties do not know how to manage their
relationship with others effectively. Negotiations
can also falter or fail because of inter-personal
or intra-organisational problems, or structural
difficulties in the business incentive structure.
In three intensive days, Negotiation Dynamics
will develop your personal negotiation style in a
challenging, action-oriented environment.
Key benefits
Build a stronger negotiation base and improve
the outcomes of deals
Develop analytical tools and frameworks
for understanding and winning in more
sophisticated negotiations
Acquire hands-on practice enabling you to
strengthen weak points and prepare you to
return to work
Post-programme coaching that helps ensure
you are applying the content and theory learnt
on the programme
Faculty
Programme Director
Horacio Falco
Affiliate Professor of Decision Sciences

Negotiation Dynamics 2015 2016

Programme content
However effective your negotiation skills, this
programme will help you become a better
negotiator.
There is no single right way to negotiate
Different situations demand different negotiation
skills. However, it is possible to develop theory,
guidelines and practical tools to aid those
engaged in negotiations and joint problem
solving.
There is value in working on process,
independent of substance
Focusing on the negotiation process pays
dividends. This programme aims to provide you
with an opportunity to learn from the experiences
of others, to experiment with new ideas in a
safe environment, to become aware of what you
do well and to begin to develop new skills to
complement those you already possess.
Learning by doing
It is hard to improve your skills by simply talking
about negotiation. This programme will include
a mixture of presentations, interactive exercises,
debriefing sessions and small-group consultation
sessions on real negotiating challenges.
Participants will engage in a series of hands-on
simulations set in domestic and international
contexts.
Some of the exercises emphasise psychological
aspects of bargaining, value creation and
distribution, as well as the importance of trust,
with a special focus on organised preparation and
process analysis. The value of this programme
will depend largely on group participation in
exercises, negotiation simulations, discussions of
those exercises, and group consultations. Cases
may be used to present important negotiation and
communication dynamics, as well as to provide
useful opportunities to reflect on your own
assumptions and actions.
Negotiation Dynamics will provide knowledge
or help you build your ability to:
Understand your own psychological biases
while making judgements under uncertainty
and risk
Create value and execute deals that others
might overlook

02

Develop the strategic skill to garner your fair

share of what is negotiated
Avoid common mistakes made by negotiators
Refine your perception in order to understand
your own ethics and style, and those of others
Work with people whose backgrounds,
expectations and values differ from your own
Analyse negotiations at a more sophisticated
level.
After the programme, participants should be
more effective and reflective negotiators. With
the help of a conceptual framework, they will
diagnose problems and promote agreement, both
inside and outside their organisations.
New for 2015: post-programme coaching
Negotiation Dynamics now incorporates postprogramme coaching into the learning. Unique
to INSEAD, the coaching takes the form of a two
hour virtual workshop that can be used within
two months of completing the programme. Run
by experienced coaches, you will get:
Further support once you have left INSEAD
to ensure you are applying the content and
theory learnt on the programme
Further help with increasing your
productivity once back at work.
Participant profile
Negotiation Dynamics is designed for
executives with at least eight to ten years of
management experience, who have gained
substantial experience in conducting and
supervising business negotiations. Prior training
in negotiating skills is useful but not essential.
The programme is not restricted to managers in
specific functions and will be of interest to:
Executives involved in mergers, acquisitions or
joint-venture negotiations
Managers handling procurement
Human-resources managers
Entrepreneurs
Managers in liaison roles such as nationalaccount managers
Key-account managers
Barristers and lawyers.

Negotiation Dynamics 2015 2016

03

Some of our past

participants have included
General Manager
Zenith Bank Ghana Ltd
Ghana

National Sales Manager

Novo Nordisk Pharmaceutique
France

Senior Vice President

PT Bank Mandiri (Persero)
Indonesia

Director of Strategic
Business Solutions
Pfizer International
Russia

Head of Standards &

Development
Holcim Group Support
Switzerland
Finance & Custom Business
Manager
STMicroelectronics
Italy

Head - Own Brand

Management
Metro
Germany
Director Project Integration
Saudi Telecom Company
Saudi Arabia

Executive VP Marketing &

Corporate Development
Landsviskjun
Iceland

Business Development
Manager
JT International
Hong Kong

Commercial Director
Jas Bowman & Sons
The United Kingdom

Senior Manager
Mubadala Development
Company
United Arab Emirates

Business Manager
AkzoNobel Base Chemicals
The Netherlands
Regional Product Manager Mirena
Bayer
Singapore
Country Officer
International Finance Corp
The United States
Business Development
Manager
BP
Australia

Deputy General Manager

National Can Hellas
Greece
Regional Representative
Jumbo Navigation
Korea

Although I spent a lot of

time negotiating,
I realised that having a
stronger framework and
changing some small
behaviour can have a big
impact. I also enjoyed the
multicultural atmosphere.
Vice President, Strategic
Projects
Merck Sharp & Dohme
Interpharma
France
A thoughtful and logical
approach which provided a
great structure for what is
essentially an initiative skill.
General Manager
BP
Australia

04

Negotiation Dynamics 2015 2016

Region

Industry

Function

Western Europe
Middle East
Benelux
Northern Europe
Southern Europe
North America
South East Asia
Eastern Europe
Africa
South America
Rest of World

19%
15%
13%
12%
7%
5%
5%
4%
3%
2%
13%

Banking & Finance

16%
Pharmaceuticals
& Chemicals
11%
Misc.Manufacturing
Prod. 10%
Energy 6%
Education 6%
Petroleum 5%
Telecommunications 5%
Consulting 4%
Transportation -Travel
3%
Construction
& Engineering
3%
Other Services
36%
Sales & Marketing
25%
General Management 22%
Finance & Accounting 12%
Business Dev./
Corporate Plan.
11%
Manufacturing&Prod./
Operations 5%
Consulting and Legal
4%
Project Management
3%
Human Resource
Management 2%
Logistics / Purchasing
2%
Technology Management 2%
Other
10%

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Negotiation Dynamics 2015 2016

Campus Information
INSEAD is unique among leading business
schools in having a 3-campus structure
spanning Europe, Asia and Abu Dhabi. Each
campus is highly cosmopolitan and has its own
world-class faculty in residence. Executive
Education programmes run at 1, 2 or even all 3
locations, while Customised Programmes can
be held anywhere in the world.
Asia Campus
The Asia Campus in Singapore occupies a
1.94-hectare site in the heart of the citys Buona
Vista knowledge hub just 30 minutes from
the airport and 15 minutes from the financial
district. Its state-of-the-art facilities include:
12 amphitheaters, 6 flatrooms, classrooms,
study areas, 2 dining areas, 2 bars, a 24-hour
library, a fitness centre and 133 hotel rooms for
participants.

Asia Campus

Europe Campus
INSEADs 8-hectare Europe Campus is situated
on the edge of the beautiful, historic town of
Fontainebleau, France. It nestles in the vast
Forest of Fontainebleau yet is less than 1 hour
from the centre of Paris and international
airports. Facilities are of the highest standard
and include: 29 lecture theatres, many
classrooms, study areas, 2 restaurants, a bar, a
bookshop, extensive library resources, a fully
equipped gym and 2 on-campus hotels with a
total of 158 rooms.
Abu Dhabi Campus
Abu Dhabis city centre is home to INSEADs
third campus, just 40 minutes from the airport
and 10 minutes from the Corniche. This
new, 14-storey, 6,000 square-metre building,
purposely designed for Executive Education,
has 3 lecture theatres, 2 conference rooms,
classrooms, study areas, a library, a restaurant
and prayer rooms.

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Negotiation Dynamics 2015 2016

Europe Campus

Abu Dhabi Campus

Negotiation Dynamics 2015 2016

07

Practical information
Calendar 2015 2016
Programme

Date

Location

Length

Fee*

Level

Negotiation
Dynamics

2628 October 2015

Paris

3 days

6,950

79 December 2015

Abu Dhabi

3 days

6,950

Experienced General
Manager

2426 February 2016

Fontainebleau

3 days

6,950

1618 May 2016

Singapore

3 days

SG$10,250

2426 October 2016

Paris

3 days

6,950

2830 November 2016

Abu Dhabi

3 days

6,950

New General Manager

Senior Functional
Manager
Functional Manager
New Manager
Specialist

Participants are advised to arrive the evening before as the programme starts early in the morning, unless otherwise noted.

Application procedure

Contact us

Places on the programmes are confirmed on

a first-come, first-served basis, taking into
consideration the applicants level, objectives
and the diversity of the classes.

For further information on Negotiation

Dynamics programme, contact:

We recommend that you submit your completed

application form as early as possible,
preferably 6 weeks prior to programme
commencement. The Admissions Committee
will review your application and advise you on
the outcome as soon as possible. Please do not
hesitate to contact us if you have any questions
about which programme may best suit your
objectives or for any additional information.
Note: all our Open-enrolment Programmes are taught in
English and participants should be able to exchange complex
views, listen and learn through the medium of English.

Tuition fees*
The programme fee covers tuition, course
materials and lunches on working days as
well as the closing dinners. It does not include
travel, accommodation and other incidentals.
Participants will have to settle accommodation
expenses and other incidentals before the end
of the programme.
*Fee subject to change. For programmes delivered in France,
VAT (20%) to be added for companies based in France, or for
European companies where no VAT number is supplied. For
programmes delivered in Singapore, GST (7%) to be added for
Singapore-registered companies.

INSEAD Europe Campus

Mark Hoggarth
Tel: +33 (0)1 60 72 40 38
Fax: +33 (0)1 60 74 55 13
E-mail: ND_Contact@insead.edu
Visit our website: http://executive-education.
insead.edu/negotiation_dynamics/

INSEAD Europe Campus

Boulevard de Constance
77305 Fontainebleau Cedex, France
Tel: +33 (0)1 60 72 42 90
Fax: +33 (0)1 60 74 55 13
Email: execed.europe@insead.edu
INSEAD Asia Campus
1 Ayer Rajah Avenue
Singapore 138676
Tel: +65 6799 5288
Fax: +65 6799 5299
Email: execed.asia@insead.edu
INSEAD Abu Dhabi Campus
Muroor Road Street N4, P.O. Box 48049
Abu Dhabi, United Arab Emirates
Tel: +971 2 651 52 00
Fax: +971 2 443 94 61
Email: execed.mena@insead.edu
http://executive-education.insead.edu