Negotiation - Rapid vs Scott

QUESTION 3: What price increase would be required to cover the increase in cost of hiring the press if unit volume (copies per issue) remain the same?

I invested a significant amount of time to prepare for the Byrnes, Byrnes & Townsend negotiation meeting. I represented Mrs. Townsend, the plaintiff in this case and I chose co-operative strategies and tactics for this negotiation exercise. For me to address the liability and evaluate the case, I had to divide the facts in four categories: weaknesses and strengths of the opponent, weaknesses and strengths of my case. From the class discussions, I learned that the success of the negotiation directly depends on the preparation stage, therefore, I carefully assessed the obtained information, evaluated interests of both parties, set out substantive, intangible, and procedural goals, developed mine and my opponent`s BATNA, set the limits, and implemented negotiation strategy and tactics.

Identify the strengths and weaknesses of Fontaine's and Gaudin's negotiating strategy in their deliberations with Reliant Chemical Company. How effectively did Fontaine and Gaudin approach the negotiation?

1. How did you plan for the negotiation? Explain how you decided on a strategy?

During pre-negotiation, the goals at the Lambert team was to aim high and be aggressive, thus providing room to negotiation towards target goals: 1) stock ownership of 60/40 ≤ goal of 50/50; 2) provide one seat on the board ≤ goal to agree to

widgets is $6.22 and she has been selling them for $9.18. Doing business with this

In our recent negotiation, my partner Dave and I assumed the roles of Alan Hacker, a computer software developer, and Alan Hacker’s lawyer. Being the lawyer in the negotiation my objective was to avoid litigation with my client’s partner Stanley Star and to aid in the continuation of my client’s co-owned company HackerStar. In addition, I would assist Hacker in coming to an agreement that would be satisfying for him both personally and financially. I felt that Dave and I presented a reasonable argument on Hacker’s behalf and, since I was able to apply some of our class readings during the process, I was overall pleased with the outcome.

Costs associated but not limited to pens, binders, paper, ink, cartridges, toner, envelopes, folder etc.

People- Pat Olafson is a local investor and real estate developer. In comparison to Sandy, Pat has been very financially successful. Their relationship seems to be multi-layered. Pat plays the role of bank, landlord, and client to Sandy and WoodCrafters. While not illegal, or even immoral, allowing one person, or entity, to have so much control over your business life isn’t the wisest decision. In addition, the combination of Pat’s success and Sandy’s hardships seems to have caused Sandy to be jealous of Pat’s success. It would be in Sandy’s best interest to recognize that his perception of Pat bears no significance on this negotiation. Sandy would be best served by leaving his perceptions behind and keeping his emotions in check.

Because resources are fixed and limited, both used distributive bargaining strategies and tactics. Both appear to be competing with each other. I project a win-lose for Len. Marilyn tried to get Len to reduce his resistance point by reminding him that they had made an agreement, and that she was expecting him to commit to it. Her strategy was shortsighted because she didn’t anticipate the frame they would be using, or the frame Len would be using. Len elected to reframe his position on the basis of power, using Joe as leverage, which was done intentionally, since Marilyn’s challenges seemed to fuel his creativity.

When figuring out the costs for revenues you need to figure out how much the network will earn from all the scans done throughout the five year period. When configuring revenue associated with scans you need to look for total payments which are nineteen thousand and six hundred and ninety then multiple total payments by fifty weeks. This equals out to nine hundred and eighty four thousand and five hundred annually, then multiple the annual revenue by five years. The total scan revenue for five years comes out to four million and nine hundred and twenty two thousand and five hundred dollars. The next amount added to the revenues for the physician’s network is the amount the MRI machine can be salvaged for which are seven hundred and fifty thousand dollars. The next equation to configure is the total revenue costs. How you configure the total revenue costs is by adding the total scan revenues and the salvage costs, which equals out to five million and six hundred and seventy two thousand and five hundred dollars. The final equation is to figure out the net revenues of the MRI machine and that is to take the total revenues and subtract the total expenses for five years. The total revenue is five million and six hundred and seventy two thousand and five hundred and you then subtract the total expenses, which is

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).

Ted received a call from his boss, Townsend “Sandy” Beech, the head of his four-person deal team and founding member of the firm. Sandy requested Tad, on a Friday afternoon, to review three presentations for possible buyout targets. Tad was to make a presentation at the partners’ meeting on Monday morning, recommending only one (1) investment and detailing the strengths and weaknesses of all three.

The Pacific Oil Company went into negotiations with Reliant Manufacturing, and its goal was to sign a more long-term agreement prior to the contract ending in three years. Pacific anticipated that the new contract would be signed with no major obstacles or changes, and that the dominant point of negotiation

In other words, Reliant was a major customer. Perhaps if Pacific Oil focused on increasing their smaller business relationships would prevent them from large losses in negotiating. Then, Pacific Oil's decision to not proceed with manufacturing their own PVC might not have been a very good decision. If the decision was made because it was determine not to be lucrative, maybe all avenues were not addressed, such as outsourcing. This could have given Pacific Oil the power of competition. If they would have proceeded with the manufacturing venture, they would be less dependent on Reliant as a customer. The power advantage would then shift from Reliant to Pacific Oil. Pacific Oil could also approach the various competition to get an advantage over Reliant's threat to take their business somewhere else. Pacific Oil also could have gained some advantage by encouraging Reliant to address all of their issues up front by asking more questions about their concerns (Lewicki, Saunders & Barry, 2011). Finally, conducting all of the negotiations away from Pacific Oil's main office diminished some of their power. Having some higher leadership more engaged in the negotiating process could have diminished some of Reliant's power advantage through perception. Reliant was in a position to demand more