Viking Negotiation Planninc Document

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

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

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.

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

However, Candace was very skilled and duplicitous during the negotiation. While at no point did Candace lie to me. She did make the full entirety of Absentia’s plans for the property. It was later revealed to me, after the formal negotiation, that Absentia planned to develop a high-rise hotel directly behind the Bullard House. This is completely unacceptable to my constituents, however, the deal was already agreed upon by the time I was informed. Candace used the questionable negotiation strategy of deception to ensure she received a favorable deal. She knowingly withheld information that would have impact the terms of our deal. For her, the deal was a success. However, I am left feeling mislead. When I would question her about the types of commercial development that her constitutes sought to pursue, she would make vague references to tasteful additions within the property. The lack of effective question is a failure of mine. I should have begun to ask probing questions, as Lewicki suggests, when I realized that she was not fully disclosing information. Instead I allowed the ambiguous answers to be the basis of my decision

Entering Les Florets negotiation, I had set for myself rules. Besides my will to buy the restaurant, I had some intermediary objectives to help reach my goal. First, I needed to learn more about the seller’s reasons to sell. This way I could offer her different solutions to solve the situation. Second, I needed to be flexible, despite the limit of $160,000. That meant I needed to maintain a margin in the negotiation around the price, and I decided to start with a price of $140,000, saying since I am not usually in charge of buying new restaurants, I am limited in the money I can spend. This way, I could difficultly raise my offer to $150,000 but negotiate other things, notably that the seller would

Claim: The trading is more different than similar across regions of the world. The way the regions got goods were all different, the currency across the regions were different, and lastly the religions across the regions were different.

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.

Viking history and culture have been depicted in many movies, television series, and stories. Vikings are commonly known as barbarians that raid villages and intimidate others with huge ships with dragon heads, and horned helmets. This information is based on facts, but has been distorted and exaggerated over many years and tales. Viking history spans from the years 780 until 1100, which is the time span of the Viking raids. Not every Scandinavian was a Viking; Vikings were known as the men that conducted raids and bloody battles. The old definition of Viking was synonymous with the term pirate. The modern definition is relevant to the Scandinavian medieval culture, to include farming, crafting and trading.

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).

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

Undeterred we listed our home for a fourth and mutually agreed final time. We agreed our Best Alternative to a Negotiated Settlement (BATNA) was staying in the home and not planning to buy a bigger house. Our

We agreed to accept payment that would turn WoodCrafters no profit for work rendered, and allow for future work to be done as a means of paying off the $200,000 outstanding debt. Furthermore, we agreed that Pat would write-off the rent owed for 10,000 and only pay a total of 810,000 (490,000 cash and 2 condos with market value of 160,000 each).