Post Negotiation Analysis Les Florets Essay

Summary: This was a multiparty negotiation, which involved 6 players all with very different negotiation styles. It was an exercise in which teams easily form a coalition. There were concessions about the value added each team would bring to the “table”, and my team in a situation of power saw how negatively the other teams reacted in name of fairness and how important was to share the pie.

In Energetics meets Generex negotiation, I was acting as a Chief Operating Officer (COO) for Energetics Corporation and my opponent and my classmate Chace Eskam was acting as a COO of Generex Corporation. In this deal, as a COO I was supposed to sell the Wind energy division of the Energetics to Generex. Energetics Corporation was in desperate need of cash due to bankruptcy. Another hurdle was that I could not sell three different locations of Wind plants individually. My company needed cash within three months with no additional terms added to this deal. My another best alternative was to sell all the assets of Wind Energy division to generate some cash if deal with Generex fails in this negotiation. Our negotiation went on for 15-20 minutes during class time and deal was set in $247 millions. My opponent Chace was very tough in this negotiation to deal. He was very prepared with facts and numbers before he came to the table. My opponent asked me lot questions such as the depreciation of the property, equipment’s life, taxes etc. After having lot of discussion we ultimately came to the conclusion that Generex will pay Energetics $247 million right away in cash to purchase Wind Energy division from Energetics.

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

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

I assumed this was because Jamie disclosed the details of the offer I made her to Jack. Therefore, Jack was willing to accept less, in order to remain competitive with my offer. Because of the concept of scarcity caused by many people wanting the same thing (Bargaining for Advantage, pg. 179), I foresaw this happening, so when I reentered the negotiation, I asked to speak privately with Jack. Knowing that Jack felt pressured to drop his portion with Jamie because of me previous offer, I again tried to mention to him how I thought a three-way deal where funding was split equally and I conceded $10,000 of my share was a fair deal. I was hoping he would side with me when we reentered the negotiation because he would now understand the spiral effect that exists in this negotiation. However, because I knew I couldn’t rely on this I also mentioned the possibility that we could come to an agreement and I could better Jamie’s offer. I believe we reached a tentative agreement where I would receive $70,000 and he would receive $230,000. Again, I wish I could have persuade him to agree right then and there, but it seemed that he wanted to rejoin Jamie to further discuss the options. When all three of us we involved yet again, Jack had mentioned openly how it would be more beneficial to have an agreement with me, and this really caused an unexpected, but

In this negotiation exercise, I was assigned as the Seaborne Governor’s negotiator as part of a six member party meeting to negotiate a deal with Harborco to build and operate a deepwater port off the coast of Seaborne. The Governor on the whole was very interested in seeing this deepwater port built in Seaborne as she believes that the size of the project would provide the stimulus for a dramatic recovery in the state.

Negotiation is the process of making amicable decisions between individuals or groups.  In this assignment, I will discuss a negotiation that did not result in the best possible solution for all parties. This negotiation was related to my work experience where I was a realtor who was representing a buyer in negotiation of the property’s price, mortgage loan rate and terms. I am a real estate licensee and also a member of National Association of Realtors. I have been practicing my license for seven years now. Seven years of experiences in real estate industry

The last negotiations were no doubt very thought-provoking and controversial. I was an agent representing Absentia, trying to get the best deal possible without disclosure of given materials. In the preparation stage for this negotiation, I planned ahead what I am going to answer if the seller will ask questions such “what are the plans? what’s going to happen with the property? And even who are you?” I knew that as an agent this was my legal duty to act in the best interests of the beneficiary. Nevertheless, my intent was not to completely mask everything under false information. During the discussion, a specific question came up: What does our client Absentia want to do with the property? I responded by saying that I signed non-disclosure and cannot reveal such information. That wasn’t a lie because I was under a contract not to reveal the true intended use of property. At this point, I tried to move the discussion to the formalizing price and contract. I also asked what Downtown, Inc would like to see in an offer from us, that they haven’t seen before? As I started to negotiate an offer with a representative of Downtown, Inc, one primary request of Bullard’s was no commercial build on the property. However, I’ve noticed that they were concerned with “tasteful” buildings. So I mentioned that my client promise luxury development, that would be

Getting to YES, Negotiating Agreement Without Giving In is an excellent book that discusses the best methods of negotiation. The book is divided into three sections that include defining the problem, the method to solve it, and possible scenarios that may arise when using these methods. Each section is broken down into a series of chapters that is simple to navigate and outlines each of the ideas in a way that is easy for any reader to comprehend. There are also several real life explanations for each issue that make the concepts easier to apply and understand. These ideas are reflective of a method developed by the Harvard Negotiation Project called “principled negotiation”. This method combines the two ideas of soft and hard negotiation

Both our approaches were directed towards addressing the issues with a collaborative spirit for the greatest benefit to both sides. We agreed that both sides wanted to establish a long term a relationship with each other and were willing to give genuine consideration to each other’s particular needs and interests. This experience has enabled me to reflect on my personal approach towards negotiation, as well as analyze my strengths and potential areas for improvement as a negotiator.

In this particular situation, from my perspective as the furniture manufacturer, I believe that negotiation would be the best means by which to solve the problem with the store owner. By using negotiation, the furniture store and my manufacturing business may be able to reconcile and continue dealing with each other after we have resolved the issue. With negotiation, the tone is not very formal, outside legal counsel is not required, and the parties to negotiation set their own terms, making it generally more cost effective and efficient than other methods. By comparison, in the case of arbitration or litigation, the proceedings are far more formal and expensive, the process takes much longer, and in the case of litigation in

Alexandra Garcia Iragorri, author of the article Negotiation in International Relations. He represent the conception of negotiation in the International Relations. The content of article Negotiation in International Relations are studies through the reading of “How Nations Negotiate” and “The Practical Negotiator. In this article review will represent the summary of the article and the evaluation of the author as well as the argument with Alexandra Garcia Iragorri article.

Negtiation is a strategic process of reconciling differences in interest and coming to a mutual resolution through cooperation that is percieved fair for both of involved parties (Fells 2012). The negotiation that was analysed in the “Enterprise Agreement Negotiation Report,” demonstrates that negotiation is not an easy process nor its orderly, since it is the activity and not the segment that determines the phase of a negotiation.

Financial disputes are frequently resolved through litigation, however, negotiation can often facilitate better results. Litigation is costly, time consuming, and can damage relationships and threaten reputations. Alternatively, negotiation is typically accomplished in a shorter amount of time, minimizes cost and can sustain and restore relationships. Furthermore, negotiation can lead to an outcome that satisfies both parties, while litigation concludes with a winner and a loser. This paper analyzes a case study that discusses a financial dispute between a museum and benefactors that owe a significant amount of money. Additionally, this essay presents a negotiation strategy for resolving this issue, which includes a best alternative to a negotiated agreement (BATNA), interests, influence tactics, and options for a mutually beneficial outcome.

This paper discusses in detail the negotiations and contracts that take place within the hotel industry and the importance that surrounds contracts with a focus on hotel management contracts and regular hotel contracts. I decided to write about this topic because while hotels play such a major part in conventions and meetings, it is imperative to look at the hotel management contracts that keep a hotel operations functioning daily and the detail that goes into dedicating an owner and operator to each hotel. Hotel management contracts continuously allow for the growth of the convention and meeting industry which then allows for hotel contracts and negotiations to even take place. When looking at contracts, it is vital to know