Conflict Resolution at the Place of Business Essay

Conflict Resolution at the Place of barter - Essay ExampleThis complexity must be understood and overcome in order for both(prenominal) parties to arrive at a satisfactory conclusion.The facts of the case are as follows Our company (for this paper, USCo), a large, Midwest-based American medical company, had recently decided to increase its direct presence in the European healthcare market. Up to now, our company had some distributors in Europe, and some European countries in which we used distributors. While we intended to substantiate distributors in the smaller markets, such as Eire and Greece, we regarded the nine major countries as too important to furnish to a distributor. The company we were negotiating with (for this paper, FrenchCo) had been distributing our product, a line of sophisticated automation instruments for microbiology, for over 10 years in Italy and France.USCo had been successful with its automated instruments throughout the world, but was lagging against oth er key competitors in the European market. Of fussy concern was our market share in Germany, France and Italy. In some European countries, such as the Nordic countries, we were direct and enjoyed a number one position in the automated segment of the market.We matt-up that FrenchCo, patronage its strong reputat... Their ability to gain market share was unimpressive. We felt that FrenchCos managers were hidebound and focused on traditionalistic manual technologies.FrenchCos viewpoint FrenchCo had started with Louis Pasteur, and defined microbiology not just for France, but for the world. FrenchCos mission was to offer the very outflank microbiology products, be they automated or manual, to the global market. Although FrenchCo was a smaller company than USCo, it was nevertheless a loss leader due to its history, its emphasis on quality, and its deep understanding of the science of microbiology.Expectations for the coming togetherWe at USCo could only view what FrenchCos attitudes were. We guessed that they knew we were suffering with our current distribution results, and that they had watched us develop direct distribution in European countries roughly them. We felt that they were trying to develop their own automated instruments, but did not know how far along they were in the development.After the negotiations were completed, we hired one of the FrenchCo managers, and learned a good deal about FrenchCos expectations. As it turned out, FrenchCo was developing an instrument, but did not want us to know that. While they were also unhappy with the business results, they felt that they could learn about our technologies and use that knowledge to effectively compete against us. They also felt that we would fail if we came to the French market without them. They were not particularly concerned about the Italian market.Start of the NegotiationsWe suggested the meeting time, but FrenchCo chose the venue. We met in a leafy suburb of Paris. The President met us at the door by and by a 40-minute wait. We were expecting to be led to a conference room.