The Executive Chairman of MNC Group, took a strategic decision against the backdrop of the Covid-19 pandemic's steady reduction in Indonesia in early 2022. He named PT Infokom Elektrindo (Infokom) as MNC Group's sole provider of Information and Communication Technology (ICT) solutions. This critical decision was conveyed to all Group stakeholders and expounded on in an internal memorandum. However, because all stakeholders in the organization were used to acquiring ICT solutions from outside providers, implementing this order proved difficult. Some Stakeholders engaged in conversations about the implementation of the agreement, but they also expressed a number of concerns and interests that must be addressed as this new business process takes shape. Prior to this move, each business unit within MNC Group procured ICT solutions through a specialist business unit named PT. Prima Permata Nusantara (PPN). PPN was explicitly authorized inside the business to handle procurement activities of a value greater than 250 million Indonesian Rupiahs, not just ICT solutions. They charged a service fee of 3% of the project value during the procedure. After the Inter-Organizational Memo (IOM) has been released, PT Infokom Elektrindo (Infokom) will work with PPN to buy ICT solutions. As a result, when a business unit needs an ICT solution, they will contact Infokom and request pricing and a solution proposal. After that, Infokom will begin the procurement process with the vendor or principal. If the project value exceeds 250 million Indonesian Rupiahs, Infokom is required to include PPN in the procurement process. If the project's worth is less than this amount, Infokom can manage it internally through its procurement department.   

The ICT Solution procurement process at MNC Group starts with a Purchase Request from an internal Business Unit, which assesses the need for an ICT solution. If deemed necessary, Infokom evaluates the project's value and for those exceeding 250 million Rupiahs, a Purchase Request Letter (SP3) is sent to PT. Prima Permata Nusantara (PT. PPN) for external procurement. PT. PPN then issues an RFQ to vendors and collects responses. The outcomes are sent back to Infokom in a Purchase Request Report Letter (SLP3). Following this, Infokom finalizes the purchasing agreement with the vendor. Once the Purchase Order is issued, the vendor delivers the ICT solution, which is managed by Infokom until its final acceptance by the initiating Business Unit, ensuring all requirements are met. PT MNC Asia Holding Tbk, often known as MNC Group, was founded in 1989 as a securities business and was listed on the IDX in 1997. MNC Group is typically Single-family offices (SFOs), which are professional organizations dedicated to managing family wealth and family matters, represent the leading edge of a broad trend in substantial personal wealth accumulation [5]. Under the direction of its founder and Executive Chairman, MNC Group has become the industry leader in four strategic investments: Media and entertainment, Financial Services, Entertainment Hospitality and Energy. In 2022, the Company's consolidated revenue from the media sector, which comprises non-digital and digital advertising, content and IP, as well as pay TV and internet, was 64.38% or Rp11.64 trillion. Meanwhile, in 2022, the financial services industry contributed 15.55% or Rp2.81 trillion, the mining sector contributed 14.97% or Rp2.71 trillion and other sectors contributed 5.10% or Rp923.51 billion (Annual Report ‘BHIT’, 2022).

Figure 1: New ICT Solution Procurement within MNC Group

PT Infokom Elektrindo is a subsidiary of PT Global Mediacom Tbk which is active in the field of telecommunications, mainly in infrastructure and multimedia. Founded on 30 October 1997 and started operations on 1 May 1998, the company operates in several areas such as satellite communications services with VSAT, Internet and Internet communications service providers, information and communication technology-based services management (ICT, such as in the field of electronic advertising) and electronic payment services. Infokom itself offers its services to the industrial sector (such as mining), business and also local governments, in particular BAKTI Kominfo Project to help provide communication for the public and consumers in the 3T area. In addition to playing in the field of communications, Infokom is also a shareholder (generally very small, about 0.1%) in several companies of the MNC Group, such as PT MNC OTT Network, PT MNC Television Network and PT Global Information Bermutu. Infokom has also played a role in the construction of the communications infrastructure of the company MNC, like construction of fiber optic cables for the network of PT MNC Cable Mediacom in 2013. The first Infokom business was a VSAT satellite service branded SmartCom that was relocated from its (former) parent. 

Since 2021, the revenue of the company, in particular BAKTI Kominfo Project, has been steadily declining. In response to this shift and in accordance with the group's assignment to be an ICT Solution Provider, Infokom has strategically shifted toward becoming a prominent systems integrator (SI) company, with a concentrated focus on ICT Business Solution (ICTBS) services, demonstrating a proactive approach to adapt and thrive in the evolving market landscape.

The adoption of the Executive Chairman of the MNC Group's instruction regarding Infokom as the ICT solution provider for all business units within the group did not instantly ease Infokom's execution. Various business unit interests have created a barrier to policy execution. Furthermore, the growth of business operations as a result of this strategy requires time, yet the requirement for ICT solutions in all business units cannot be delayed. Resistance to this approach eventually impedes the group's ability to meet its ICT solution demands. As a result, while business procedures are being established and incorporated into corporate group policy, Infokom participates in approaches and talks with all stakeholders in each business unit to ensure that they accept Infokom as the exclusive ICT solution provider in the MNC Group.

Figure 2: Revenue Forecast of Infokom

Problem Exploration

The Current Reality Tree (CRT) is a strategic tool rooted in logical thinking, integral to the Theory of Constraints (TOC) methodology [2]; [3]. Its primary objective lies in the identification of fundamental issues within an organization or system. By systematically dissecting cause-and-effect relationships, the CRT illuminates core problems that serve as the genesis of various symptoms or challenges permeating the system. This method provides a structured approach to unveil the pivotal constraints or issues that, when addressed, can potentially alleviate a multitude of interconnected problems within the organization. In this research, the Current Reality Tree (CRT) serves as a pivotal tool employed to identify the underlying business problem within the context of the ICT Solution Procurement restructuring within the MNC group. During the implementation of the new procurement policy, a notable hurdle surfaces in the form of resistance from certain stakeholders.

The utilization of the CRT methodology becomes instrumental in uncovering the root causes and intricacies behind this resistance. By employing this tool, the investigation delves into dissecting the reasons for stakeholder pushback, unveiling elements such as miscommunication, divergent interests or concerns regarding the policy's implications. The resistance of stakeholders to Infokom as an ICT Solution Provider within the MNC Group has been identified as an Undesirable Effect (UDE) in this context. This phenomenon arises from a recent policy implementation lacking a clear Business Process, which constitutes the Core Problem, thereby inducing unease among stakeholders during decision-making processes. However, due to the complexity of existing policies, the development of such a process is expected to require a longer duration. Amidst this situation, this research endeavors to focus on strategies for approaching and negotiating with stakeholders to gradually alleviate resistance during the development of the Business Process. 

Figure 3: Current Reality Tree (CRT) Analysis for New Policy of ICT Solution Procurement in MNC Group

Literature Review

The qualitative research conducted for this final project involved engaging in interviews with selected stakeholders to gather essential insights. The profiles of these stakeholders were delineated based on their roles, concerns and interests within the context of the project. Additionally, comprehensive profiling of their respective organizations was undertaken, focusing on critical aspects such as core business operations, organizational size and annual revenue. This information served as foundational data, forming the basis for analysis and compilation before undergoing processing within the frameworks employed in this research. The central framework utilized in this research is the 3D-Negotiation Framework, which functions as the overarching structure encompassing all other frameworks applied in the research. To support the application of this framework effectively, a Stakeholder Relationship Analysis was performed, aiming to comprehensively understand the stakeholders involved, their respective powers and their distinct interests. Furthermore, the study utilized the Power-Interest Grid Mapping technique to visually represent the stakeholders' power dynamics and level of interest. In order to bridge the identified gaps between the anticipated and the actual situation, a Root Cause Analysis was conducted, employing the Current-Reality Tree (CRT) methodology to delve deeper into the underlying causes. Guided by the IPO (Input-Process-Output) Framework, the anticipated negotiation strategy is expected to align closely with the principles outlined within the 3D-Negotiation Framework. This strategic approach will elucidate how Infokom, as a key entity in the research context, managed negotiations with the stakeholders to achieve its intended objectives. By integrating these frameworks cohesively, the study aims to unveil a comprehensive understanding of negotiation dynamics and strategies pertinent to the project's context.

Figure 4: The IPO Model

Figure 5: The IPO Model Mapping

Figure 6: The 3D-Negotiation Framework

Figure 7: Mendeley Power-Interest Grid

Conceptual Framework 

This research focused on how to use the 3D-Negotiation Framework to approach and negotiate with the stakeholders since this Framework will help Infokom to use three complementary dimensions: tactics, deal design and setup. Although each dimension is important, many negotiators and negotiation literature focus only on the first two [4].

Most negotiation frameworks, for example, concentrate on how negotiators may master tactics—interactions at the bargaining table. In this level, frequent impediments to yes include a lack of trust between parties, poor communication and negotiators' "hardball" approaches. The second factor, deal design—or negotiators' ability to draft a contract at the table that delivers long-term value—receives emphasis as well. When a contract does not provide enough value to all parties or its structure precludes success, competent 2-D negotiators attempt to identify underlying sources of economic and noneconomic value and then construct agreements that unlock that value for the parties. Beyond the interpersonal and deal design issues that Executives encounter in 1-D and 2-D talks, there are 3-D impediments to overcome: defects in the negotiating arrangement. Common concerns in this frequently overlooked third dimension include negotiating with the wrong parties or over the incorrect set of issues, including parties in the wrong order or at the wrong time and offering incompatible or unappealing no-deal options. To obtain the desired end, 3-D negotiators change the scope and chronology of the game itself. Understanding the nuanced approach of utilizing 1-D, 2-D or 3-D strategies while engaging specific stakeholders is crucial for Infokom. This necessitates conducting a comprehensive stakeholder analysis. Stakeholders encompass a spectrum with access to diverse resources—political, economic, legal and cognitive—which categorizes them into distinct groups: political actors, bureaucratic actors, special interests, general interests and experts.

This comprehensive analysis serves as a roadmap for Infokom, empowering them to navigate the intricate web of stakeholders and facilitating informed decision-making aligned with stakeholders' interests and expectations.

The methodology employed in this research adopts a qualitative approach. Qualitative research represents a systematic and scientific inquiry method aimed at constructing a comprehensive, predominantly narrative-based depiction that enriches the researcher's comprehension of a social or cultural phenomenon [1]. Qualitative research involves a blend of observations, interviews and document analysis. This approach highlights the interaction between variables as a crucial aspect of the research process. In this study, data collection involved the utilization of interviews as the primary technique. These interviews were conducted with stakeholders spanning multiple hierarchical levels within the organization, encompassing individuals holding C-Level positions such as Managing Director, CFO, COO and CTO. Additionally, representatives from Senior Management including Senior Manager and General Manager, were engaged in the interview process. These stakeholders represented diverse functional domains such as Information Technology, Finance, Project Management and Procurement, thereby serving as representatives from both the holding company and various business units within the MNC Group. In the context of this particular research, which aims to uncover the fundamental motives of stakeholders and develop effective approaches for negotiation utilizing the 3D-Negotiation framework, a qualitative research methodology has been adopted. Qualitative research methodology is chosen due to its intrinsic focus on comprehending underlying motivations, attitudes and perspectives.

Constructing the research design involves establishing a structured methodology to comprehensively comprehend the procedural steps undertaken in conducting this research. In the initial phase of this research, the identified business problem revolves around the resistance exhibited by stakeholders toward Infokom as an ICT Solution Provider within the MNC Group. Following the identification of this business problem, the subsequent step involved the selection of a theoretical framework to effectively address it. In this study, the chosen framework is the 3D-negotiation framework, utilized as a strategic approach for engaging and negotiating with the stakeholders. This combination of primary and secondary data was processed and analyzed to extract valuable information and insights.

Figure 8: Research Design

Analysis

Based on the results of interviews with nine (9) key stakeholders in the Qualitative Research process, as previously presented in this Final Project, significant findings and insights were gathered. These findings were distilled into keywords, each representing the unique concerns and interests of the stakeholders. These keywords were subsequently incorporated into visual maps in the Stakeholders Analysis Matrix, Power-Interest Grid and utilized within the framework of the 3D-Negotiation Framework. To gain a deeper understanding of the positioning and influence of various stakeholders within the MNC Group, this research adopts the power/interest matrix as a foundational analytical tool. Power, in this context, refers to the ability of the stakeholder to influence organizational decisions and outcomes. This could range from direct decision-making authority to more subtle forms of influence, such as advisory roles or indirect impact on public perception. Conversely, interest denotes the stakeholder’s level of concern or vested interest in the organization's performance and decisions. This includes considerations such as financial investment, dependency on the organization's services or alignment with the organization's goals. 

Figure 9: Power-Interest Grid from the Stakeholders

Table 1: Stakeholder Analysis Matrix

Figure 10: Communication stages based on 3d negotiation framework

Referring to the Stakeholder Analysis Matrix and the Power-Interest Grid, we can determine effective strategies for engaging with the stakeholders:

• HK, K and MS have High Power but show Low Interest

• TA, RN and RR have High Power and High Interest

• TAW, HSS and AY have Low Power but High Interest

To address the concerns raised by stakeholders in Stakeholder’s Profile and CRT Analysis, guided by the Power-Interest Grid, it is imperative to focus on HK, K and MS. Infokom's objective is to align them with TA, RN and RR by enhancing their interest level. To achieve this, we need to address their concerns specifically:

• HK is focused on operational efficiency and is opposed to incurring an additional 3% cost for purchasing an ICT solution through Infokom

• K emphasizes cost-effectiveness and a swift procurement process

• MS prioritizes solution integration and rapid project implementation

Given these concerns, Infokom must employ strategic negotiation techniques to effectively engage with HK, K and MS. This approach should utilize the 3D Negotiation Framework: in which the 2nd Dimension (Deal Design) is employed to construct a robust communication strategy with stakeholders, while the 3rd Dimension (Setup) is applied once this strategy is in place. For formal interactions or events, the 1st Dimension (Tactics) is utilized.

For instance, should Infokom plan to propose an ICT Solution to HK for MVN, incorporating a 3% additional cost, it is critical to follow these stages:

• Stage 1: Implement the 2nd Dimension (Deal Design)

• Stage 2: During the meeting, apply the 3rd Dimension (Setup)

• Stage 3: If Stage 2 does not yield the desired outcome, resort to the 1st Dimension (Tactics)

The implementation of these stages within the 3D-Negotiation framework will also be applied to K and MS, as well as to RN, RR, TA, TAW, HSS and AY. 

Solution and Proposed Implementation Plan

Developing a comprehensive negotiation strategy for Infokom to approach the stakeholders requires integrating insights from: 

• Stakeholder Analysis

• Power-Interest Grid

• 3D Negotiation Framework. 

This integrated approach will help address the unique needs and positions of each stakeholder in the context of restructuring ICT solution procurement within the MNC Group. Since the identification of Stakeholder Analysis and Power-Interest Grid already done in previous Analysis, the 3D Negotiation Framework will be employed to provide a Negotiation Strategy to approach the Stakeholders.

1st Dimension: Tactics

The first dimension focuses on the application of direct negotiation tactics, suitable to formal settings. For stakeholders with high power and high interest, the strategy should center on strategic alignment and highlighting long-term benefits. When dealing with high-power but low-interest parties, it's essential to stress efficiency and cost-effectiveness. 

2nd Dimension: Deal Design

The second dimension, Deal Design, involves structuring deals to specifically cater to the stakeholders' interests. This requires a deep understanding of stakeholder analysis to craft propositions that are not only appealing but also strategically advantageous. Lastly, for HSS, AY and TAW, the emphasis would be on innovation, compliance and integration capabilities. 

3rd Dimension: Setup

Focusing on the 3rd dimension (Setup) of the 3D-Negotiation Framework for Infokom's approach to the identified stakeholders, it's essential to strategically position each negotiation based on the stakeholders' unique concerns, interests and organizational influence. This dimension involves creating the right conditions before negotiations formally begin, leveraging relationships and understanding the broader context in which these stakeholders operate. For high-power and high-interest stakeholders like TA (CTO, MVN), RR (SM, MKM) and RN (CFO, V+, R+), the strategy should focus on aligning Infokom's solutions with their strategic goals and demonstrating how these solutions can drive innovation and efficiency within their organizations. This involves understanding their specific challenges and presenting Infokom's offerings as not just products, but as strategic tools that can help them achieve their objectives. Engaging these stakeholders early and positioning Infokom as a collaborator rather than just a vendor will be key. For TA, highlighting bulk purchase advantages and integrated services, respectively, will be crucial. For RR and RN, emphasizing customization and cost-efficiency will be vital. Conversely, for those with high power but low interest, such as HK (CFO, MVN), K (CFO, MEI) and MS (CTO, MKI), the setup should be centered around creating awareness of how Infokom's solutions can align with their more operational and cost-focused concerns. The aim here is to elevate their interest by demonstrating the direct impact of Infokom's solutions on operational efficiency and cost savings. For HK and K, it's about showcasing affordable yet efficient technology solutions, while for MS, it's crucial to present solutions that are both cutting-edge and regulatory-compliant.

For stakeholders with lower power but high interest, like HSS (MD, IE), AY (COO, IE) and TAW (GM IT, MNCL), the setup should involve leveraging their interest to create internal advocates for Infokom's solutions. This can be achieved by aligning with their interest in innovation and business partnerships, showing how Infokom's solutions can provide a competitive edge and enhance operational efficiency. It’s about building a narrative around Infokom’s role in helping them overcome market competition and technological challenges, thereby transforming them into champions for Infokom within their organizations. In all cases, the setup phase is about building relationships, understanding each stakeholder's unique environment and positioning Infokom's solutions in a way that resonates with their specific needs and interests. This strategic positioning is crucial for laying the groundwork for successful negotiations.

Based on the table above, the proposed approach referring to current barriers can be explained as below:

Table 2: Proposed Approach based on 3D Negotiation Framework

"Not Worth 3% Service Fee" Stereotypes to Infokom

In any formal meeting and situation, Infokom can use the 1st Dimension (Tactics) by bring up the New Policy compliance, where it indicates that Infokom need the 3% Service-Fee to absorb any cost, such as the cost of design validation, Project Management and Procurement Cost.

Before the meeting with HK, Infokom must ready the options for negotiating the 3% Services Fee using the 2nd Dimension (Deal Design). For example, Infokom needs to request an additional discount from its vendor for bulk purchases. Prepare negotiation techniques such as BATNA and establish the Zone of Possible Agreement (ZOPA) when dealing with the vendor. Once Infokom secures an extra discount from the vendor, let's say in the range of 5% to 10%, Infokom can then pass on the discount to the business unit, aligning it with the justification for the 3% Infokom Service Fee.

Outside the meeting, Infokom can focus on topics that capture HK's interest. Apply the 3rd Dimension of the 3D-Negotiation Framework (Setup) and suggest how Infokom can offer CAPEX based on a competitive price, showcasing the value Infokom brings. For instance, in the case of turn-key projects, consider extending the Service Maintenance period from 1 year to 3 years, coupled with an additional discount obtained from Infokom's vendor.

Inserting Infokom in ICT Solution Procurement Process in the Group will be more Time Consuming

In a formal meeting, Infokom can utilize the 1st Dimension of the 3D negotiation framework (Tactics) to persuade him that Infokom will enhance the procurement process. This involves explaining the workings of Infokom's procurement process and illustrating its alignment with the Group's approach.

Prior to the meeting with K, Infokom should formulate strategies for addressing the duration of the procurement process. Employ the 2nd Dimension of the 3D Dimension Framework (Deal Design). For instance, if the current procurement process spans approximately 2 weeks, Infokom can propose shortening the process to less than 2 weeks. However, this would require the business unit to share forecasts for ICT projects, enabling Infokom to be adequately prepared.

Outside the meeting with K, Infokom should center the discussion around K's interests. Utilize the 3rd Dimension (Setup) by presenting ICT solutions that yield substantial cost savings or a robust return on investment (ROI). Persuade him that Infokom is committed to expediting the procurement process as well.

Slow Project Implementation Time due to Infokom`s Low Capability Mindset

In formal situations, such as document signing or when providing project updates through formal correspondence, Infokom can apply the 1st dimension (Tactics) of the 3D Negotiation framework. This dimension can be used as well in a formal meeting with MS. 

Prior to meeting with MS, employ the 2nd Dimension of 3D Negotiation Framework (Deal Design) by formulating various options, ensuring that the project is delivered faster than MS's expectations. This can be accomplished by augmenting the team with individuals possessing robust skillsets and establishing clear project delivery timelines during the project kickoff meeting.

Outside the meeting, leverage the 3rd dimension of the 3D Dimension Framework (Setup) to communicate Infokom's project updates and progress. Ensure that the messages convey Infokom's track record of accelerating project timelines in the past and reaffirm the commitment to maintaining the same level of efficiency.

Balancing Technological Innovation and ICT Solution Budget

In a formal meeting, Infokom can present a compelling case to TA by creating ICT solution options that include a thorough comparison of each technology against its cost. This approach aligns with the 1st dimension (Tactics) of the 3D Negotiation Framework.

Before meeting with TA, Infokom should formulate strategies, applying the 2nd dimension (Deal Design) of the 3D negotiation framework, to harmonize technological advancements with budget constraints. Stress the significance of striking a balance between innovation and cost-effectiveness. For example, Infokom may propose an attractive discount on Cloud Services products, aiming to capture TA's interest in transitioning from a comparatively expensive on-premise solution to a more economical Cloud Services alternative.

Outside the meeting, leverage the 3rd dimension (Setup) of the 3D Negotiation Framework. For example, Infokom can entice TA by crafting a proposal that showcases Infokom's capacity to deliver all-encompassing ICT solutions at competitive prices, leveraging the advantages of bulk purchasing.

Concerns about the Vendor Negotiating Process and Infokom's Technical Capabilities

In a formal meeting, Infokom can use the 1st Dimension (Tactics) of the 3D Negotiation Framework. It involves employing strategic tactics to address the stakeholder's apprehensions. To alleviate concerns about the vendor negotiating process, Infokom can propose transparent and collaborative negotiation strategies that prioritize open communication and fair terms. Regarding technical capabilities, showcasing a detailed roadmap for continuous improvement, including investments in cutting-edge technologies, employee training programs and collaborations with industry leaders, can instill confidence. By demonstrating a commitment to refining both negotiation processes and technical competencies, Infokom aims to establish a solid foundation for the stakeholder relationship, fostering trust and paving the way for a successful partnership.

In addressing concerns regarding the vendor negotiation process and Infokom's technical capabilities, the 2nd Dimension (Deal Design) of the 3D Negotiation Framework becomes pivotal. Firstly, it is essential to empathize with the RN's apprehensions and acknowledge the significance of a robust vendor negotiation process. To instill confidence in Infokom's technical prowess, a strategic approach involves outlining specific measures aimed at enhancing technical capabilities. This may include plans for skill development programs, recruitment of specialized personnel or collaborations with industry experts. By proactively addressing these concerns and presenting a comprehensive strategy for bolstering technical capabilities, the negotiation process can transition towards a collaborative effort focused on aligning expectations and achieving mutually beneficial outcomes.

In leveraging the 3rd Dimension (Setup) of the 3D Negotiation Framework, the approach to RN outside the meeting involves highlighting ICT implementations renowned for their cost-efficiency and effectiveness in curtailing operational expenses. During discussions, emphasis should be placed on proven case studies and success stories where similar implementations have led to tangible cost savings. Infokom can also propose tailored solutions that align with the stakeholder's specific cost reduction goals. Additionally, it's crucial to communicate a commitment to ongoing evaluation and optimization of the implemented ICT solutions to ensure continued efficiency and cost-effectiveness. By aligning proposed implementations with recognized industry standards for cost efficiency, the negotiation process can foster a shared vision of achieving operational cost reductions through well-crafted ICT solutions.

Concerns about the Implementation Issues that Infokom is Facing as a Result of Limited Resources 

During a formal meeting with RR, the 1st dimension (tactics) of the 3D Negotiation Framework can be strategically employed by Infokom. In this approach, Infokom will adopt specific tactics to directly tackle the RR's worries. Firstly, transparent communication is essential to acknowledge the existing resource constraints and express a commitment to finding viable solutions collaboratively. By establishing open lines of communication, Infokom aims to foster a trusting relationship with RR. Furthermore, a tactical negotiation strategy can involve presenting a detailed plan that outlines how Infokom intends to optimize the available resources efficiently, potentially through prioritization, process streamlining or exploring cost-effective alternatives. Demonstrating a proactive and collaborative stance in the negotiation process will not only alleviate RR's concerns but also pave the way for a more cooperative and effective partnership in overcoming implementation challenges within the constraints of limited resources.

Before the meeting, Infokom can use the 2nd Dimension (Deal Design) of the 3D Negotiation Framework. Understanding the RR's apprehensions, Infokom can empathize with the challenges posed by resource constraints. To tackle this, a strategic approach would involve presenting alternative solutions and showcasing a clear plan to optimize existing resources. This may include prioritizing critical tasks, streamline processes and explore collaborations or partnerships that supplement Infokom's capabilities. By demonstrating a proactive attitude toward resolving implementation issues and a commitment to resourceful problem-solving, Infokom aims to not only allay concerns but also foster a collaborative atmosphere where both parties can work together to overcome challenges and achieve successful project outcomes.

In engaging with the RR`s interest in customized ICT solutions outside the meeting, the 3rd dimension (Setup) of the 3D Negotiation Framework becomes pivotal. Infokom can approach this through collaborative discussions, where the RR's input is actively sought to ensure that the proposed ICT solutions are not only customized but also agile and adaptable to evolving business dynamics. This approach fosters a sense of partnership and positions Infokom as a reliable collaborator in delivering bespoke ICT solutions that precisely fit the RR's unique needs.

Skeptical in Internal Market Competition with External Vendors due to Resource Constraint

In a formal meeting with HSS, Infokom can use the 1st dimension (tactics) of the 3D Negotiation Framework by employing specific tactics aimed at building trust and transparency. Clear communication about the existing resource limitations is essential, accompanied by a detailed plan showcasing how Infokom intends to strategically allocate and optimize available resources. By proactively addressing the skepticism and presenting a tangible strategy for navigating market competition despite constraints, Infokom aims to instill confidence in HSS. This approach focuses on transparency, communication and a strategic negotiation stance to collaboratively find solutions that align with HSS's concerns about internal market competitiveness within the context of resource constraints.

In addressing the HSS's skepticism regarding internal market competition with external vendors due to resource constraints, Infokom can use the 2nd dimension of the 3D Negotiation Framework by understanding HSS's concerns and strategically approach this by empathizing with the challenges posed by resource limitations. To mitigate skepticism, Infokom should emphasize its commitment to enhancing internal capabilities despite constraints. This involves proposing a plan to strategically allocate existing resources, potentially through targeted skill development programs, process optimization or leveraging cross-functional collaboration. By demonstrating a proactive stance and presenting a comprehensive strategy to overcome resource constraints, Infokom aims to instill confidence in HSS. The negotiation process should focus on collaboratively identifying opportunities for internal growth and innovation, positioning Infokom as a reliable partner capable of navigating market competition effectively even within resource constraints.

Outside the meeting with HSS, Infokom can use the 3rd Dimension (Setup) of 3D Negotiation Framework by emphasizing HSS's commitment to fostering innovation within its ICT solutions. This entails presenting a strategic vision for incorporating cutting-edge technologies and methodologies. Simultaneously, the negotiation process should underscore HSS's dedication to optimizing resource management to achieve cost efficiencies in OPEX. By actively involving the stakeholder in discussions regarding innovative solutions tailored to their needs and showcasing a clear plan for resource optimization, HSS aims to create a collaborative negotiation atmosphere. This approach positions HSS as a forward-thinking partner capable of delivering both technological innovation and cost-effective resource management, aligning seamlessly with the stakeholder's interests.

Concerns about the Technological Advancement Capabilities and Skilled Personnel

During a formal meeting and to address ANY concerns about technological advancement capabilities and skilled personnel, the 1st dimension (tactics) of the 3D Negotiation Framework involves employing specific tactics such as transparent communication during a formal meeting and outlining a detailed plan for skill development and talent acquisition to convince AY for Infokom commitment to enhancing capabilities.

Prior meeting with AY, Infokom can use the 2nd dimension (Deal Design) of the 3D Negotiation Framework and focus to addressing concerns about technological advancement capabilities and skilled personnel by involves presenting a strategic plan to enhance technical proficiency, potentially through targeted training programs and recruitment of specialized talent, ensuring alignment with the AY's expectations. 

Outside the meeting, Infokom can use the 3rd dimension (setup) of the 3D Negotiation Framework by highlighting the collaborative potential of a partnership, emphasizing the shared vision for innovative ICT solutions that directly contribute to increased productivity. During negotiations, a focus on co-creation and tailored strategies can underscore the commitment to a mutually beneficial relationship. By actively engaging AY in discussions about jointly developing innovative solutions and showcasing a concrete plan for achieving increased productivity, Infokom aims to position itself as a strategic partner dedicated to driving success through inventive ICT solutions and fostering a productive and lasting business alliance.

Concerns about Pace of Project Implementation and Post-Implementation Support

In a formal occasion, Infokom can use the 1st Dimension (Tactics) of the 3D Negotiation Framework when approaching TAW. Infokom can employ specific tactics to directly tackle TAW's concerns regarding the pace of project implementation and post-implementation support. Firstly, clear and transparent communication is vital to acknowledge the importance of project timelines and address any perceived shortcomings. By outlining a detailed plan for expediting project implementation, Infokom aims to reassure TAW. Additionally, in the negotiation process, a focus on robust post-implementation support mechanisms, including clear SLAs and ongoing communication channels, demonstrates Infokom's commitment to ensuring sustained success and satisfaction. This strategic approach in the first dimension aims to build trust, alleviate concerns and establish a solid foundation for a successful project and post-implementation relationship. 

Addressing the TAW's concerns about the pace of project implementation and post-implementation support involves leveraging the 2nd dimension (Deal Design) of the 3D Negotiation Framework. In navigating these concerns, Infokom can proactively acknowledge the importance of timely project delivery and assure the TAW by presenting a detailed plan for expediting implementation. Additionally, emphasis should be placed on developing comprehensive post-implementation support strategies, highlighting Infokom's commitment to ensuring the long-term success and satisfaction of TAW. By actively addressing these concerns through strategic communication and a focus on robust support mechanisms, Infokom aims to instill confidence in TAW regarding both the pace of implementation and the sustained support that follows. 

Outside the meeting with TAW, Infokom can use the 3rd dimension (Setup) of the 3D Negotiation Framework by emphasizing the collaborative aspect of a business partnership, presenting a vision for integrated services tailored to meet the TAW's specific needs. The negotiation process should focus on co-creating solutions that ensure reliability, outlining a clear plan for seamless integration and dependable support. By actively engaging TAW in discussions about jointly shaping integrated services and showcasing a concrete strategy for sustained reliability, Infokom aims to position itself as a strategic partner dedicated to enhancing the stakeholder's role through dependable and integrated solutions, fostering a productive and enduring business relationship.

Justification of Implementation Plan

The justification will focus on why these approaches are chosen and how they align with Infokom's overall goals and objectives: 

Strategic Alignment with Stakeholder Interests and Power

The negotiation strategy for Infokom is meticulously tailored to the unique interests and power positions of each stakeholder. This alignment is crucial for ensuring that the proposed solutions are not only relevant but also compelling to each stakeholder. For high-power, low-interest stakeholders like HK, K and MS, the focus is on demonstrating how Infokom’s solutions can enhance operational efficiency and cost-effectiveness. Meanwhile, high-power, high-interest stakeholders such as TA, RR and RN are engaged with strategies that align with their strategic goals and innovation aspirations. For stakeholders like HSS, AY and TAW, who have high interest but comparatively lower power, the strategy focuses on transforming their interest into advocacy within their organizations.

Facilitating Long-Term Relationships and Trust-Building

Each setup strategy is designed not just to negotiate a one-time deal, but to foster long-term relationships. By addressing the specific concerns and interests of each stakeholder, Infokom positions itself as a partner rather than merely a vendor. This approach is expected to build trust and open doors for ongoing collaboration and future opportunities.

Enhancing the Probability of Successful Negotiations

The strategies are designed to enhance the likelihood of successful negotiations. By understanding and leveraging the power-interest grid, Infokom can prioritize its efforts and resources effectively. High-priority stakeholders are approached with strategies that have a higher likelihood of resonating with them, thereby maximizing the chances of a successful outcome.

Maximizing Resource Efficiency

The implementation plan takes into account the efficient use of Infokom's resources. By customizing the approach for each stakeholder, Infokom ensures that time and effort are invested in areas with the highest return potential. This strategic allocation of resources is essential for optimizing both the short-term and long-term gains from the negotiation process.

Aligning with Market Dynamics and Technological Trends

The plan also considers the rapidly evolving market dynamics and technological trends. For stakeholders interested in innovation and cutting-edge solutions, the strategy emphasizes Infokom’s prowess in these areas. This ensures that the solutions are not only relevant today but are also positioned as future-proof investments for the stakeholders. This justification provides a rationale for the chosen strategies and outlines the expected outcomes from their implementation. It’s designed to support Infokom in achieving its negotiation goals effectively and efficiently.

How to approach stakeholders, guided by a 3D negotiation framework, stakeholder interests strategically aligned with organizational objectives during ICT procurement restructuring in MNC Group. A key success factor is a nuanced understanding of each stakeholder's concerns, from operational efficiency and cost-effectiveness to innovation and technical capability. This final project adeptly balances these diverse needs, ensuring stakeholder satisfaction while advancing the group's strategic interests. The project showcased the effective use of a variety of communication and negotiation tactics tailored to different stakeholders. Effective communication approaches and negotiation strategies underscore the importance of contextual and individual negotiation strategies, especially in complex environments with multiple influential stakeholders. A structured approach in the implementation plan, combining analysis, solution formulation and justification, ensures a clear and logical progression from conceptual framework to actionable strategy. Adaptability is an important aspect, recognizing that stakeholder interests and organizational dynamics are not static and require ongoing assessment and realignment.

Recommendations

Ongoing engagement with stakeholders through regular feedback mechanisms is essential. This approach involves assessing satisfaction and gathering insights into evolving needs and perceptions, ensuring the procurement process remains aligned with stakeholder expectations, both internally and externally. At the same time, developing trust-building initiatives is crucial. In the rapidly evolving ICT field, staying ahead of technological advancements is crucial for Infokom. This requires not only adopting new technologies but also nurturing the organization's culture of innovation. Continuous improvement initiatives, such as targeted training programs and resource development investments, are essential to keep Infokom competitive and responsive to the dynamic needs of its stakeholders. In addition, the insights gained from this restructuring process have the potential for wider applications. Future research should focus on long-term impact, examining aspects such as organizational efficiency, cost savings, stakeholder satisfaction and competitive advantage in the marketplace. This will not only validate current approaches but also provide valuable guidance for similar initiatives in different settings.

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