Essay on Mapletech-Yazawa, Mapletech Perspective

negotiation to go on for many weeks that would cause a permanent damage financially and damage of reputation for the face for the meat industry. To avoid a long drawn out negotiation the first thing that both party need to do is prepare and know their BATNA. doing as much research as possible simple by trying to know your counterpart partners. In the case on Hormel and the Local unions, the style of negotiations were competitive, however the proper approach towards this case should to have a cooperative style to come to a WIN, WIN agreement. Also a key factor both parties forgot to take into consideration is that your reputation is valuable and makes a difference how people will view you in future agreements. The Preparation, BATNA, Reservation Point and Style is the best strategy to bring conclusion to a negotiating an

Then, RESERVATION PRICES is the point beyond which a negotiator is ready to walk away from a negotiated agreement. In a negotiation you are indifferent between settling at your reservation prices or BATNA. The reservation

My negotiation partner impressed me by setting the price at $33,000, and made me think that he had to charge us at $33,000. This increased my expected level of payment a lot. Before he gave the

Negotiations are a part of daily life whether we are aware of them occurring or not. In everything that we do there are preferred end results and the end results are likely to affect more than one person. The goal in this however, is to ensure that all parties are equally benefited from the actions and reactions that occur to create that end result. While some dealings are done in a more subtle manner without a great deal of negotiation per say there are other situations that would warrant more vocalized mutually acceptable compromises. The purpose of this paper will be to effectively explain a situation of which required negotiation on the part of both parties that almost all of us have endured and that would be the process of buying a

I would strongly object to say the first offer given that I have a very vague idea of Yazawa’s reservation value (like in Elmtree House deal and as recommended by Molhotra & Bezerman in Negotiation Genius, pg. 30 where it is stated: “If you suspect that you may not have enough information about the ZOPA, you’d be wise to defer an opening offer until you have collected more information. If I can’t avoid it, I would state a price that would be also a counteroffer to any opening suggestion from Mr. Mori. That would be $70 per unit. With that anchor, if the negotiation falls somewhere in the middle as stated in the Elmtree House case, it would be around my aspiration value of $30 per unit.

There were three primary changes that I would make if given the opportunity to redo this negotiation. First, I would more immediately suggest that a contingent contract be used to address the quality of product vs. long-term contract debate. In hindsight, it could have been very efficient to propose an agreement that allowed for Rawmat’s longer term deal while also recognizing Myti-Pet’s desire for higher quality. By not initially considering a contingency contract, our group fell into the trap discussed in Bazerman and Gillespie (1999). We simply did not allow ourselves to consider a contingency contract, and when the idea was first proposed we initially felt uncomfortable with the concept. In hindsight, this reaction was highly unproductive.

For the Texoil negotiation, I was in the role of the Service Station Owner. As such, my main objective was to sell the station and get the best possible agreement. My BATNA was $400,000, which represented an offer from British Petroleum and my resistance point was $413,000 after tax, which represented the cost of my trip. My target was $488,000, which included an additional $75,000 to help tie me over until I found a job upon my return. This resistance point represents a purely financial alternative. However, there were several other criteria or interests other than strictly financial which could have been satisfied through non-financial means. My underlying interest or reason for selling the station was

Francesco made the first offer in this negotiation process of $8000, as mentioned earlier. I think it does matter as to who puts the first offer because the first offer has a direct impact on your opponent. If your first offer is extremely inflated, the other person thinks on the higher side and may close the deal at a higher price than what he had thought of initially. However, if your offer is low, the other person will try to manipulate you in such a way that he may tend to close the deal at even a lower price that what he had aspired for. Therefore, I would always like my opponent to make the first offer so that he does not get pre conceived notions about me and is not able to manipulate me to a great

b) As a third party under the same conditions (i.e. with the same information), what would you bid for the entire company (both halves)?  Why?

Instead of negotiating each issue one by one, we should negotiate issues as a package and compromise on less important thing using logroll. Also, more options should be explored to get the deal. For instance, we can use non-specific compensation tactics by providing discount for Knight’s subsequent purchase or purchasing additional units for replacement if they indicate on the chassis that their engines were fitted with quality Excalibur parts. This can maintain long-term relationship at the same time while maintaining a good long-term relationship with customers is particularly imperative here because the demand for pistons is small and there are not many alternatives to choose from. As a result, each customer becomes very valuable.

(If the company produce the BB first, the company will buy 4000 labor hours, and it will use 2500 for BB and the remaining hours to produce WRM = 1500.

Having analyzed the scoring scheme and weights given to each outcome, I realized that the most important outcome was obtaining a large federal loan from the government. In fact, obtaining a $2 billion loan outcome alone would satisfy the governor’s scoring scheme to support the project. Therefore, before going into the negotiation I realized that this issue would be a pivotal outcome in the negotiation for me. If I succeed in negotiating the right federal loan amount I could be flexible with the other issues in the negotiation but keeping in mind that the higher the score the better the result for the governor. My BATNA was to walk away from the deal where I would still maintain the 30 points in that situation which meant that if the result of the outcome was less than 30 points, I would vote against the deal.

In any negotiation, preparation is crucial; and having a set, outlined process to follow when preparing helps mitigate a potential oversight of any significant issues within the negotiation. Following a set process also helps one stay on task and in-line with what the important issues and factors are in a negotiation. In Bargaining for Advantage, G. Richard Shell provides a well-structured framework to follow in planning for a negotiation. For this reason, I used Shell’s negotiation preparation framework to plan for the negotiation between Rapid Printing Company (Rapid) and Scott Computers, Inc (Scott).

I feel that the most important part of negotiation is relationship building. When you build a solid relationship on trust, you are more likely to come to agreements even if you have to come up with different alternatives. I know that when I buy or negotiate things, I like to go to people I have a solid foundation with. If I don’t know someone then I ask

* Large facility – production capacity is 1 million units/year, spent $250 million on R&D.