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Published byVictoria Harrison Modified over 9 years ago
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Plan of Discussion Negotiations: Win -Win Game Who all are involved in technology Negotiations Levels in Technology What do they Negotiate How to they negotiate Examples
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Actors and Agencies in Technology National Level and Micro Level ( individual organisations/industry ) Different Priorities : Stage of development Win -Win requires :Understanding of interests of both parties
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National Level National Innovation System
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Important Points Purposes of activities in different segments are different Actors and agencies are different Policy regimes are different Technology requires linkages So: Negotiations between segments: within the country If Internal Mismatch: Failure in Negotiations with outside
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Stages of Development Technology Collaboration Agenda Which Segment gets emphasised ? Depends upon: Political & Economic Environment Example of Negotiations between India and Japan over time Extrapolate to other country( countries)
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What do they Negotiate (Lower Segment) Human Resources (all types ) Improved Support for Technical education Internship Programmes Exchange Programmes Forum: UNESCO and UNDP Visa restrictions & Free Flow of Professional Services: Forum: WTO Agreement on Trade in Services
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Technology Innovations Middle Segment( National ) WTO ’ s Agreement on Trade -Related Aspects of Intellectual Property Rights(TRIPS) Patents Support for Collaboration between Public Sector R & D for Global Public Good (Agriculture, Health, Environment, Global Warming) Negotiation Issue Modifications in Patent rights
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Emerging Issues R & D Units of Foreign Companies Internal Negotiating issue: How do we get spin-off R & D capabilities Employee embodied knowledge Issue: Trade secret laws & freedom to Changing of jobs Restrictions on Reverse Engineering
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Manufacturing/Industry/ Services Upper Segment Main Actors Commerce /Industry/Service Actors Starting Point Corporate Sector
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Technology: The Corporate View What does corporate do? It produces products or delivers services It wants to expand its user or adopters base
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What all goes into Production? Machine/Know How: M1 Material & Energy: M2 Manpower/management M3 Money M4 Market/Users M5
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Corporate has to synchronise Ms
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How does corporate organise
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Negotiation Portfolio/Issues Corporate has to negotiate in India and Abroad with M1: Know how suppliers M2: Material suppliers M3: Manpower sources M4: Financiers M5: Marketing and servicing agents
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Issues for Negotiations Trips Covers: Copyrights: Imprt. For Entrainment Industry Trade Marks: Marketing Geographical indicators: Food/ Wines etc industry Industrial Designs: Products/ Commoditisation Patents: Industrial Manufacturing/ Pharmaceuticals Lay Out Designs: Software Industry Undisclosed Information: Human Mobility
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Case Study Capabilities built for different Ms, different segments and linkages : Sourcing R & D Sourcing finances: Accessing Markets: Alliances/linkages : ‘ Public ’ : India & Abroad Private: India and Abroad
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Tips in how to negotiate Win - win conditions: Know your situation and that of the other party ( Your objective and their objective) Consult all stake holders within: Team/ Trade Association ( Example ) Try to focus on Specific Issues Cultural differences : often country/ organisation specific Socialisation is important
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Know Your Client What is his motivation? Doe your offer match with his motivation? The two motivations require win-win situation
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Technology Acquisitions: Buyer and Seller Motivations BUYER Motivation Rationale for Acquisition 1.Add strategically valuable resources: Rapidly obtain products and technology Harness innovative power of R & D Access tacit, socially complex knowledge
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2. Enhance market power Expand market footprint to new geographic regions or customer groups Eliminate current and potential rivals Move toward financial liquidity
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Strategic Advantage Provide opportunities for resource reconfiguration and recombination of technologies Unfreeze “mental maps” and enable adaptation of new technology
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SELLER Add strategically valuable resources (At the right time ) Offer: Necessary resources, Quickly with little risk and uncertainty of additional fundraising Not much stress on managerial responsibility Move toward financial liquidity
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SUMMARY FOR SELLERS Paying attention to buyer overtures Evaluating fit Being realistic in negotiations Promoting momentum and serendipity
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Empirical Support Case study support Complementary for synergy: Degree of overlap in patenting histories. Similarity in knowledge
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