Negotiation Journal Rachid

My previous companionships of negotiating real estate properties sale were slightly antithetic from what we got in class. In fact, the logic is quite similar, UT the main rest is that in real life dialogues, I never utilize a pen and a paper. I remember using concepts like target, discriminateicularize, and break except that have never realisen they had particular names. Expected the Hamilton dialogue to bless me an evaluation of my way of running real estate duologues.I started my preparation by reading the case, understanding the context, and highlighting the most alpha information was provided with. Based on the data had collected, realized I would be format roughly a complex bureau that has cabalistic facts and that requires lots of analysis and amateur to UN it successfully. As an essential part of my preparation, determined my target, limit, and start using the facts I was provided with and boldnesss clear astir(predicate) my vis-a-vis.In the case, on t hat vizor was in my intuitive feeling a breach piece of information that changed my whole perception of the situation. It was menti wholenessd, in the first place, that the state would be more probably used for residential plait collectible to the fact that commercialised construction was non permitted by the law in the Hamilton atomic number 18a. Considering that info, the tax of the land should be around what Quince Dive offered us, 8 million $. There was, yet, a piece of info that had high greatness in analyzing the case.We are talking here more or less the fact that demesne Ones CEO is much known for his persistent experience in the field, value minimization, and for being extremely well connected politically at the level of the state and local government. When I readied that info, I started raising questions such(prenominal) as why Estate One are giving us such a surprisingly late call while they are unremarkably known for their fast reactivity to the projects t hey are highly interested in? This question was actually the hint that pushed me to amaze a giggly important assumption about my replica compositiond on which I determined my target, limit, and beginning.I am talking about the assumption that my counterpart got access to breaking pa quality about the state and local government planning to allow commercial construction in the Hamilton area. Thought of that as the most rational write up of why my counterpart gave me that surprisingly late call and Of why my keeping was becoming so important to him all of a sudden. The undefiled full stop of what was mentioned above is that acquired a highly interesting technique of analyzing the information in hands and building effective assumptions based on info analysis.This strategy demonstrated its effectiveness during the negotiation. I determined my opening to be 70, my limit to be 42 (assuming that Quince Dive might go up to 10% of what they offered initially), and my target to be 65 which is a pretty decorous price for the property if its to be used for commercial construction. My counterpart opening was 45 yet, as spacious as I gave her the impression that I am expecting the land to be used for commercial construction, she immediately started change magnitude her offer gradually and so or decreasing the ZAP.My counterpart achieving a 55 million S offer (which is much higher than the value of the property if to be used for residential construction) confirmed the assumption made about my counterpart having divergent intentions of planned use of the land than what she claimed. We finish up around 60. 5 which was a win-win agreement in my opinion knowing that my counterpart will be waiting for the commercial construction permission to be given.This negotiation was a true learning experience that taught me to deeply analyze and criticize the information I am provided with ND build logic assumption about my counterpart that help exercise out the info dont hav e access to. Second Negotiation thesis Wiley. Role compete UP of Rivers UP of Business Development. Was expecting this negotiation to be tough and challenging. I judge to receive lots of resistance from my counterpart since he was supposed to be a professional and experienced ingredient in the field of basketball pseuds endorsement.To get well prepared for the negotiation, I tried to read betwixt the lines to achieve better understanding of the hidden facts. For instance, in the case, there were a couple of hidden facts. The first was the prior(prenominal) face-to-face contact that took place between Wiley and top side. It was essential to take the humans of such a relationship into account. I actually came to the point, later on, that Wiley and Peak were the real parties of the negotiation. When I thought about it little deeper, Wiley is the basketball player to be endorsed and Peak is the boss and it sounds that an agreement has already been reached between the two. ND W iles agent were, in fact, just intermediaries and we were supposed to sign the formal agreement. excessively as part of my preparation process, tried to understand the exact session where I stood and the nature of the situation and context. Understood that my interests and my bosss interests were slightly different, but I still had to defend the two of them the same way. My boss was highly persuade that Wiley was the right person to be endorsed. I knew I had the challenge to make my boss happy by signing the deal and saving the market campaign even though I wasnt too much into endorsing Wiley.The entire point here is that it was crucial to understand what my mission in the negotiation was, the role I was supposed to play, and the position stood in. Furthermore, wise to(p) not to base my negotiation entirely on the assumptions made about my counterpart because there was always a probability for them being false. During my negotiation I face a situation that proved that. I made the assumption that my counterpart got access to the market average data. I built that assumption on the basis that Wiles agent was a professional and experienced agent.At some point in the negotiation, I realized that my assumption turned out to be false. I believe that my counterpart didnt have the right information about the market average. Sincerely, I got the impression that my counterpart didnt take enough beat to read the case which resulted in him not mastering the data he was provided with in the text. That was a typical example of how weak your position gets when you are not well prepared and when you dont know enough information about your counterpart.Even though that was a point of which took advantage of to balance the negotiation to my side, it was a useful lesson to keep in mind. That very same situation taught me other interesting point which I might call effective reactivity. Actually, my untreated behaved in a surprising and chocking manner which gave me the imp ression he was uncomplete professional nor experienced. It was very important for me to react effectively to his behaviors. I wise(p) how to react properly to my counterparts behaviors and use that to strengthen my position.In future negotiations, applying the concepts and skills I acquired in this negotiation will certainly help me run them more successfully and effectively. Third Negotiation TERSE Ay/ KIRKS Ay. Role Played Aroma, Sales Representative of KIRKS. My role in this negotiation was Aroma, the sale representative of KIRKS. I expected this negotiation to be tough and metre consuming. Indeed, it was. Since we had many wrong to agree upon, expected this negotiation to be like no one of those did before. I was used to run negotiations that either didnt include any detailed terms or included very few.This negotiation taught me a new way of negotiating. It was very important to master the details and content of every term and set a specific and clear strategy to negotiate i t. It was the first time to be provided with such complex and diverse terms. As a part of the preparation, I discussed with my teammate each term and we determined for each one a target, a limit, and an opening point. That highly helped us in terms of controlling the flow of the negotiation and doing the right type of tax write-offs.. Therefore, it was very important to create harmony, connection, and cohesion between different terms of the negotiation.A considerable beat of time was devoted to each one of the terms. When my counterpart gave us a call to request for the 4 engines, we started raising questions about their current situation and their relationship with Big hot. As far as we knew, Big Blue was the sole supplier of TERSE therefore, e thought there should be a problem with them calling us for an urgent request Of 4 servers. Either Big Blue service was not satisfying anymore, in particular taking into account that their reputation has been going so bad, or that they were not able to deliver what TERSE was requesting for.We just tried to use this mannikin of analysis to manipulate the negotiation and, indeed, we started the negotiation by intercommunicate our counterparts about their relationship with Big Blue and their current business situation. That was kind of change question, but they did manage it though. The entire point am ring to make here is that I learned to push my counterpart to talk via asking him/her questions. This way I can figure out the information he/she might be hiding from me.Our aim behind doing this negotiation was, in fact, to sign the deal in the first place because both I and my company were behind our expected results but also to achieve long term agreements and collaboration with TEPEE. We knew that TERSE had future plans to expand their business in the neighboring states, so we thought it would be highly beneficial for us to sign long term agreements with them. That was, actually, exactly what appended. We did pr ovide them with discounts concerning services, support, and training in exchange of signing a contract to get the next four servers from us.In my opinion, that was a good starting point for signing potential long term agreement in the future. The point I am hard to make is that I learned to think in terms of niggling terms / long term agreements. Now, I believe I expire a better negotiator one who makes clear distinction between short term and long terms deals and agreements. When you know what your exact objectives are, you know what discounts and sacrifices you re supposed to do. Last but not least, I learned to use currencies properly.The good thing about currencies is that you use them as a joker when you cant do any further discounts in terms of the general price of the deal. Even though the currencies might be costly, they still give the impression that they are worth more than their actual value. For instance, we agreed at the end to provide some services for free. It sti ll costs as money, but not as much as what a discount on the price of the servers would cost us. Fourth Negotiation Flagship Airways. Role Played S. Gordon, UP of Engendering I started this negotiation by meeting with my teammates who represent the UP of maintenance and the UP of finance.We discussed the interests and concerns of each one of us and we set a strategy that we will follow to meet and defend the interests of the whole group. This negotiation was unique compared to the ones did before, in the sense that, the three of our group members had slightly different interests and objectives to achieve. Therefore, it was crucial to effectively listen to each other and try to visualize a common ground and a consensus. Once we determined our target, limit, and opening for the various terms of the contract based on the consensus reached, we started the negotiation with our counterparts.