You are a supervisor over high performing sales personnel who have been instrumental in bringing multiplied millions of revenue to the Corporation in which you are employed. The sales personnel have a base salary plus full benefits. They also have a certain percentage of commission awarded based on the level of successful sales. The economy is strong and sales are at an all-time high. Recently, the sales personnel sent a representative to your office demanding an increase in commissions. In fact, they want no less than 3% increase in commissions per sale.
 

The board of governors of the Corporation refused to grant the increase, as compensation given to the sales personnel is already extremely high as compared to the rest of the industry. The sales personnel are threatening to work for a competing company that does not have the same level of annual sales volume, but the competing entity is offering higher commissions. There is not a no-compete agreement between personnel and the company.

The board of governors has asked you to negotiate the current dilemma as millions of dollars of potential revenue are at stake. Use the attached five steps negotiation process. 

1. Using the five steps in the negotiation process, provide a possible negotiation strategy that will benefit both your company and the high-performing sales personnel.
2. Will your negotiation strategy be distributed or integrative? Fully explain.
3. Also, how might your approach positively affect the negotiation outcome?

Please be sure to validate your opinions and ideas with in-text citations and current references in APA format.

5 steps of negotiation process

Once you’ve gathered your information, develop a strategy. You should determine your and the other side’s best alternative to a negotiated agreement, or BATNA. Your BATNA determines the lowest value acceptable to you for a negotiated agreement. Any offer you receive that is higher than your BATNA is better than an impasse. In nearly all cases, the party with superior alternatives will do better in a negotiation, so experts advise negotiators to solidify their BATNA prior to any interaction. There is an interesting exception to this general rule—negotiators with absolutely no alternative to a negotiated agreement sometimes “go for broke” since they don’t even consider what would happen if the negotiation falls through. Think carefully about what the other side is willing to give up. People who underestimate their opponent’s willingness to give on key issues before the negotiation even starts end up with lower outcomes. Conversely, you shouldn’t expect success in your negotiation effort unless you’re able to make the other side an offer it finds more attractive than its BATNA. DEFINITION OF GROUND RULES Once you’ve done your planning and developed a strategy, you’re ready to define with the other party the ground rules and procedures of the negotiation itself. Who will do the negotiating? Where will it take place? What time constraints, if any, will apply? To what issues will negotiation be limited? Will you follow a specific procedure if an impasse is reached? During this phase, the parties will exchange their initial proposals or demands. CLARIFICATION AND JUSTIFICATION When you have exchanged initial positions, you and the other party will explain, amplify, clarify, bolster, and justify your original demands. This step needn’t be confrontational. Rather, it’s an opportunity for educating each other on the issues, why they are important, and how you arrived at your initial demands. Provide the other party with any documentation that supports your position. BARGAINING AND PROBLEM SOLVING The essence of the negotiation process is the actual give-and-take in trying to hash out an agreement. This is where both parties need to make concessions. CLOSURE AND IMPLEMENTATION The final step in the negotiation process is formalizing your agreement and developing procedures necessary for implementing and monitoring it. For major negotiations—from labor–management negotiations to bargaining over lease terms—this requires hammering out the specifics in a formal contract. For other cases, closure of the negotiation process is nothing more formal than a handshake.