Negotiation Journal Rachid

My previous experiences of negotiating in truth estate properties sale were middling different from what we got in class. In fact, the logic is quite similar, UT the main difference is that in real life dialogs, I never characterd a pen and a paper. I remember victimization concepts like target, limit, and curtain raising except that have never have it offn they had social functionicular names. Expected the Hamilton negotiation to go along me an evaluation of my mien of running real estate negotiations.I started my expression by take oning the case, understanding the context, and foreground the most crucial t all(prenominal)ing was provided with. Based on the data had collected, realized I would be face a complex situation that has unavowed facts and that requires lots of analysis and critic to UN it successfully. As an essential part of my preparation, determined my target, limit, and opening using the facts I was provided with and trusts made nearly my counterpart .In the case, t present was in my opinion a breaking piece of randomness that changed my whole perception of the situation. It was mentioned, in the first place, that the land would be more probably used for residential construction due to the fact that commercial construction was non permitted by the law in the Hamilton area. Considering that info, the apprise of the land should be near what Quince Dive offered us, 8 jillion $. There was, yet, a piece of info that had high importance in analyzing the case.We are public lecture here more or less the fact that Estate Ones CEO is much known for his long experience in the field, value minimization, and for being extremely well connected politically at the level of the state and local administration. When I enteried that info, I started raising questions such as why Estate One are giving us such a surprisingly late call while they are usually known for their immobile reactivity to the projects they are highly interested in? This question was actually the hint that pushed me to make a giggly important supposition intimately my counterpart based on which I determined my target, limit, and opening.I am talking about the assumption that my counterpart got access to breaking news about the state and local government planning to allow commercial construction in the Hamilton area. Thought of that as the most rational business relationship of why my counterpart gave me that surprisingly late call and Of why my property was becoming so important to him all of a sudden. The entire heading of what was mentioned above is that acquired a highly interesting technique of analyzing the information in hands and building hard-hitting assumptions based on info analysis.This strategy demonstrated its durability during the negotiation. I determined my opening to be 70, my limit to be 42 (assuming that Quince Dive readiness go up to 10% of what they offered initially), and my target to be 65 which is a pretty fair i mpairment for the property if its to be used for commercial construction. My counterpart opening was 45 yet, as long 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 different intentions of planned use of the land than what she claimed. We ended 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 come backn.This negotiation was a true learning experience that taught me to profoundly analyze and criticize the information I am provided with ND build logic assumption about my counterpart that help figure out the info dont have access to. Second Negot iation thesis Wiley. Role Played 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 go through agent in the field of basketball players endorsement.To get well prepared for the negotiation, I tried to read between the lines to achieve best(p) understanding of the hidden facts. For instance, in the case, at that place were a couple of hidden facts. The first was the prior face-to-face contact that took place between Wiley and Peak. It was essential to take the existence 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 Wiles agent were, in fact, just intermed iaries and we were supposed to sign the formal agreement. Also 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 convinced that Wiley was the pay soul to be endorsed. I knew I had the challenge to make my boss happy by signing the love and saving the marketing 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 blot stood in. Furthermore, larn 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 faced a situation that proven that. I made the assumption that my counterpart got access to the ma rket average data. I built that assumption on the basis that Wiles agent was a professional and experienced agent.At slightly point in the negotiation, I realized that my assumption turned out to be false. I believe that my counterpart didnt have the advanced information about the market average. Sincerely, I got the impression that my counterpart didnt take enough time to read the case which resulted in him not mastering the data he was provided with in the text. That was a typical voice 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 another interesting point which I might call effective reactivity. Actually, my untreated behaved in a surprising and chocking manner which gave me the impression he was neither professional nor experie nced. It was very important for me to react effectively to his behaviors. I learned how to react properly to my counterparts behaviors and use that to strengthen my position.In early negotiations, applying the concepts and skills I acquired in this negotiation will certainly help me run them more successfully and effectively. triad Negotiation TERSE Ay/ KIRKS Ay. Role Played Aroma, Sales Representative of KIRKS. My role in this negotiation was Aroma, the sale delegate of KIRKS. I evaluate this negotiation to be tough and time consuming. Indeed, it was. Since we had many ground to agree upon, expected this negotiation to be like no one of those did before. I was used to run negotiations that either didnt allow in 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 incomparable(predicate) and clear strategy to negotiate it. It was the first time to be provid ed 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 discounts.. Therefore, it was very important to create harmony, connection, and cohesion between different terms of the negotiation.A consider satisfactory come in of time was devoted to each one of the terms. When my counterpart gave us a call to request for the quartet engines, we started raising questions about their current situation and their relationship with whacking Blue. As far as we knew, Big Blue was the sole supplier of TERSE therefore, e thought there should be a business with them calling us for an urgent request Of quadruple servers. Either Big Blue service was not satisfying anymore, especially 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 kind of analysis to manipulate the negotiation and, indeed, we started the negotiation by asking our counterparts about their relationship with Big Blue and their current business situation. That was kind of destabilise 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 take aim 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 populate states, so we thought it would be highly beneficial for us to sign long term agreements with them. That was, actually, scarce what appended. We did provide them with disc ounts 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 trying to make is that I learned to think in terms of short terms / long term agreements. Now, I believe I become 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 raise discounts in terms of the overall 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 still 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 find 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.