Simulation IBN

At the same time, I also realized that the negotiation partners are not always having the conflict interests during the negotiation. In this case, for some of the issues, we actually have the same goals. So baring this in mind, in the future negotiation case, I would first seek the common goals for both of us first to create a win-win situation.

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

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?

The negotiation between Joe and Leigh had elements of distributive bargaining, but their relationship and the outcome of the negotiation were important to both parties, thus, this negotiation also had collaborative bargaining characteristics (Lewicki, Barry, & Saunders, 2010). When using this strategy, the objective is to maximize your outcome on the substantive issues while enhancing the quality of the relationship with the other party (Lewicki, Barry, & Saunders, 2011). In a job offer negotiation between two familiar parties, it is important to find a mutually satisfying solution to also enhance business performance.

1) Who are the parties in this negotiation? Who is the “third side?” (1 point)

Consistent with our bargaining strategy, we would also like to work on building a trusting relationship with management in order to get the most out of integrative bargaining. We can do this over the course of the next several months by holding meetings with them to gauge where their interests lay. Through attitudinal bargaining we can lay the ground work for open and transparent dialogue about our objectives. These bonds increase the likelihood that integrative bargaining will succeed and reduce the likelihood of an

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 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).

It is a complex social process which already becomes part and parcel of our society.

This game wasn’t really a negotiation as people may expect when talking about a negotiation. Indeed, it was more of an introduction between the parties who hadn’t met before, Arlexitalia and Koreamics. We could really see that Shilla had a different role than the two other parties, the members were the ones who had planned the meeting and they were the ones leading the conversation, they played the role of intermediaries, go-betweens. They did all they could to make the two other parties welcome and comfortable so that they could discuss and have a first idea of who they would work with. They also showed their partners that none had the ascendant, they were all equal and everyone’s point of view mattered. They always tried to keep everyone on the same page by reformulating and asking questions too. Nonetheless, at first everyone seemed to be a little stressed and they were not talking a lot. After a while they all relaxed and started to feel more at ease. They all had a soft voice and a collaborative tone. They were stayed very

Case C is structured as a bilateral negotiation exercise and allows students to participate in a joint venture simulation for the Disneyland project in Hong Kong. Students are assigned to a negotiation team representing one of two groups (either the Hong Kong government or Walt Disney Co.). They are required to study the case assigned to their side of the negotiation. Thereafter, the students' task in this negotiation is to represent their groups effectively and to achieve the best outcome for the government or for Walt Disney.

In these negotiations, if we were Majestica. We would make concessions in appropriate range. As a later entrant and in the new emerging market-China, it must have to be inferior and sacrifice a lot to enter the market and impress customers, especially the communist policy in China and the trade partner-CPS. We will afraid that the extra demand and requirement to CPS will provoke the government negative feelings no matter municipal or the China government. If did that, it must be the most difficult to gain the access to this potential market, even though the contract is so disadvantageous to us.

QI-TECH, a Chinese manufacturer of precision Coordinate Measurement Machines, is a joint venture established by Indiver BV, a Dutch aircraft engine manufacturer and a Chinese state-owned enterprise QQMF. Looking for a strategic exit, Indiver BV, which holds 50% of QI-TECH, must negotiate a sale with its Chinese partner and a potential buyer, Brown & Sharpe. For this purpose Roger Kollbrunner, the Business Development Manager at Indivers BV, has to develop a viable deal structure and negotiation strategy.

DRAGON is a Chinese company ranked as the world’s second largest entertainment corporation. During this negotiation, Andy will be the senior manager responsible for permits issues, Kristine will have the role of financial manager responsible for financial demands, Linh will be the marketing manager responsible for press release issues and finally Laetitia will be the international manager responsible for issues regarding visas.