Role Of The Station Owner And My Partner Stacie

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

Going into this negotiation as the VP of operations my goal was to primarily succeed in buying the restaurant. Prior to starting the negotiation, i identified several certain non monetary concessions that could be made to sweeten the deal such as paying a percentage of travel expenses, and also allowing the restaurant owner

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.

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

The next three issues we negotiated were editorial control, preproduction budget, and post production schedule. Again we logrolled with the issues and came to an agreeable decision. The outcome of the negotiation of this particular bundle was evenly distributed. I felt that the director was willing to collaborate with me on these issues. I wanted the entire negotiation to follow the concept of the integrative negotiation process by setting the tone of the negotiation as a win-win. Reflecting on how the negotiation was going to this point I felt that I may have conceded on more of the issues than the director, but the hope was that the director would concede on the issues that were important to me. I felt I was sensitive to the director’s

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

WALTER I hoped you would understand. . . (Chokes to get his words out) I would like to negotiate your offer, what would be the exact terms of this financial arrangement? (The rest of the Younger family is in utter shock.)

The process to start with was quite integrative with both sides laying out their priorities and what their limitation were. However, in between we reached an impasse with both sides not agreeing with each other. We set the anchor at 16,000 and then Anna came back with a bid of 65K plus 5% of gate. We said that was too high and said that was way off industry norms. We countered with 19 K. She said the base was too low, that was not possible and he wanted us to counter bid against ourselves, which we did not. She offered 55K + 5 % of gate. We said we could do 24k but no gate collection. She said 45 K + 5% of the gate. We offered him 26 K and at this point the negotiation kind of stalled. The Opera really wanted Sally for the role and Sally really needed a job as she was

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.

For this negotiation I have three types of goals in place. My substantive goals are to negotiate a contract that will bring in $5.8m (target point 3) and to also secure future contracts with Knight. With

1) Was this a Distributive or Integrative negotiation?- was it the optimum approach and why or why not.

Q. Have you ever negotiated a deal with a company? What was the deal? How did this benefit the company?

Sam and Kelly have been business associations for quite sometime now. Sam and Kelly currently have a contract, but this contract is about to expire. The contract was a five year contract, in which Sam cleaned Kelly’s building in return for a fee of $30,000 per month. With this contract now coming to a close, Sam now wants to secure Kelly’s business. Sam decides to go out and show her appreciation to Kelly and buys Sam a brand new SUV. Sam tells Kelly about the SUV and to meet for dinner to discuss renewing the previous contract. The issue that arises; Is there consideration taking place by Kelly agreeing to meet Sam for dinner in exchange for the SUV.

Given that the negotiation had to be done in a couple of hour or less, there wasn’t going to be a lot of time to bargain the price or other issues of the deal. I would go on my own because I do not need advice or to counterbalance the negotiation with additional experts or partners like in the Elmtree House negotiation. However, I would use as arguments to bargain the information given by my Chief Production Engineer on how “costly” would be to do the necessary modifications to my production line in order to fulfill Wasuzu’s requirements.

If you were in place of Marcia, how would you have proceeded with the negotiations (assuming that you did want to buy the Zirconia GT). Give your answer quoting specific instances from the case.