Case Study

A UK Engineering Company wanted to exit from a European-based multi-national, multi-party Joint Venture Company that had development and production contracts for a major new product line.

In all there were 9 parties involved; 3 Governments; 4 Contractors (2 German, 1 UK, 1 Dutch) and 2 Procurement Agencies.

We were engaged to secure the UK Company exit and the expectation was of lengthy, tough negotiations, particularly with the German Contractors.

However, after holding separate initial meetings with each of the Contractors, we viewed the situation differently and developed an alternative strategy – involving national contexts, innovative solutions and parallel negotiations. We developed and led joint fact-finding and programme development exercises with separate Contractors, creatively playing with the junction between individual party “wants” and “needs”.

Working within timescales that we purposely tightened, we carried out complex but fruitful parallel negotiations through an industrial version of shuttle diplomacy – finally presenting an agreed solution to the 3 Governments.

The end result was the extraction of the UK Contractor from the Joint Venture Company and the development and production contracts, whilst maintaining good relationships, marketplace credibility and major costs/profits benefits.

This project was successful largely because we are independent; understood different Company contexts; developed relationships; communicated clearly; created innovative solutions; and talked truth to power.