Gaming in Shanghai Essay

OverviewHyperHawk, angio ten-spotsin-converting enzyme of the worlds major providers of global supply solicitude software and run, helps companies reduce costs with efficient product and services sourcing. It has handled more(prenominal) than $50 billion worth of products and services in the oil and gas, some other vivid resources, retail, transport, finance, and industrial sectors for customers including General Motors, Nestl, Shell, Japan Energy, Mitsubishi, and Cadbury Schweppes. Shanghai-based JJM, wiz of the biggest gaming and hospitality companies in Asia, is possess by Chinese businessman sunburn Wu Bo. This slip study revolves around the occlusive when JJM has been a HyperHawk customer for six months, and the companies micturate signed an engagement to conducttwo projects. The first, completed in March 2005 and tremendously successful, saved JJM rough $1 million, and the sulphur one is present to start.Impressed with the results, JJM wishes to explore the po ssibility of other articulation endeavours with HyperHawk.To this end, a clashing is arranged amongst JJMs Senior Vice-President of Finance iris Ma and HyperHawks RegionalManaging DirectorDrake Dubois, and attended by JJMs Vice-President for Procurement Henry eats and HyperHawk Sales Group Director Layton Pang. Ma is keen to explore more projects with HyperHawk and has tasked eats to follow up with HyperHawk as short as possible. The managing director of HyperHawk suggests that a school term be arranged with key stakeholders from twain companies to discuss and assess possible opportunities for other JJM projects.The SceneMa and Chow hold to the suggestion and asked that a intent be submitted to JJM after the hazard assessment meeting that was attended by Chow, his assistant bloody shame Xie, who is also the purchasing manager, and two members from HyperHawk. twain fragmenties identified ten possible projects. Xie asked for a proposal to be submitted to JJM through her, and HyperHawk provided a emulous price package that include services over a twelve-month period. As is to be expected from a Chinese company like JJM, Xie asked for a reducing in the licensing salary, additive class prudence days (at no extra cost), and an addition of the software term from twelve months to 24 months. In reply, HyperHawk put in composing its handlings to date with JJM 1.JJM had agreed that HyperHawk could add take to be to the projects identified. 2.JJM would sign for a ten-project package to make for a competitive price.3.If HyperHawk could meet JJMs demands, the latter would sign the contract by May-end 2005. Xie agreed to point one above, however was non lod driveal on points two and three. afterward much discussion, HyperHawk agreed to lower its fee and provide JJM additional program perplexity days at no additional cost. However, HyperHawk said it could non agree to spread out the twelve month term for spend of the software without charging extr a. Then, to complicate matters further, Xie suggested that JJM could not commit to an agreement plain if all the issues were resolved. The almost recent negotiations were conducted quite hastily, since HyperHawk knew that Xie was not the ending maker and approval had to come from her go management.Negotiations to DateHyperHawksprimary concern was how likely JJM would be to enter into an agreement even if the issues were resolved, and at heart what time frame. JJM argued that the proposed price was beyond what it could afford, although it recognise the need for help from HyperHawk to utensil the projects, and that it need twenty-four months to implement the ten projects delinquent to its lack of manpower. HyperHawk took the beat that, while it was watchful to look into the fee structure and program management term as part of the total package, the request for twenty-four months was not reasonable. Although it reasoned that other organizations were able to implement ten pro jects in twelve months, to recompense JJM, HyperHawk bring offd a mid- agency solution a uttermost of eighteen months.When one week passed and thither was no response from JJM, HyperHawk asked if it would be brisk to sign if HyperHawk acceded to its three requests.Xie replied that she would submit the proposal for approval to her superiors, Tan and Ma, but added that in that location was no guarantee the agreement would be signed by the end of May. From HyperHawks perspective, all the issues presented by JJM had been resolved however at that place was still no drive. When asked almost the status of the project, JJM cited staff turnover, but thence mentioned another possible IT project where there was a clear need for HyperHawk. The discussion ended with JJM requesting that HyperHawk prepare the preliminary elaborate and submit to that degree another proposal. ground on the updated information, it appeared that the IT project might get underway earlier than the previously proposed ten projects. Moreover, given that this project had an entirely incompatible scope, there was a strong lineage to negotiate a separate deal for it. Whichever proposal JJM wished to undertake first, HyperHawk was ready to negotiate and finalize an agreement, but it could not yet tell whether the latest development was a genuine project or a further stalling tactic.Observations1.Both parties acted rationally in the way the negotiations were conducted, and it helped that the relationship between them was polished from the start. 2.HyperHawk gave in to JJMs demands in the hope of final the agreement quickly and starting the projects. only JJM continued to indulge in decision minute wavering and only introduced a new project, which took the parties away from the sign negotiations. 3.The way HyperHawk responded to JJMs delaying tactics, showed its patience and its finis to get the deal done. 4.Meanwhile, JJM believed it was negotiating from a position of strength, having even gone so furthermost as to assert that it had in-house a arrangement similar to that of HyperHawk that could probably fulfil its needs, even though without the sophistication of the HyperHawk product.5.Going forward, it was critical that HyperHawk take up with Ma, the senior vice-president and decision maker, since the groundwork had been primed(p) with her staff. But they were finding it difficult to do so due to the complicated hierarchy of the Chinese companies. 6.HyperHawk reflected that maybe it should convey asked for the agreement to be signed within a fixed time when it met JJMs initial demands, although JJM had previously delayed decision fashioning on other projects.ConclusionsThis case is distinctive of what vendors face in a competitive, high-tech environment, and illustrates the opportunity they have to reduce their price. Handled appropriately, a win-win outcome is not difficult to achieve. From this case study, at least two scenarios for short-run success sess be derived. First, presumptuous the vendor, is taking a tough stance, you can take a abundant-term perspective and conclude the first sale with a friendly, competitive attitude, countering the vendees demands with commensurate offers, while never losing sight of your determination to bag the order. But,besides showing friendliness, flexibility, and determination, you must(prenominal) show the potentiality buyer that you provide be there for them over the long haul. For this you require people with leadership qualities in your team. Should one lack high-quality leaders in your team, you have the option of a second scenario. In this case, you would show, right from the beginning,that your team comprises sternly workers who will do whatever the buyer needs.By adopting Chinese-style service orientation course and dedication and making your team indispensable to the potential buyer, being available daily, and making yourself nigh a part of your opposite occurs staffyou could clinch a deal. HyperHawk failed to show the requisite service orientation and commitment. From the perspective of longer-term success, an initial achievement provides the opportunity for friendly relationship to be cultivated with the client companys key people, maybe even with the CEO, the final decision maker. Should one eventually become accepted as family, the client will telephone you for what they deficiency and no longer require competitive quotations. But to reach that point, you will have had to develop a genuine friendship and service orientation with those at the heyday of the client company.