NEGOTIATIONS IN DIFFERENT BUSINESS SITUATIONS

WITH A CASE STUDY

GROUP MEMBERS       
MEHUL                          - A13558922003
DEVI                               - A13558922025
SHREYA                          - A13558922007
SANJANA                       - A13558922018
ANKIT - A13558922032
TABLE OF CONTENTS
NEGOTIATION 2 types of negotiation

A dialogue between 2 or
more people/parties
intended to reach a 1. Distributive
beneficial outcome over 1 or
more issues where a conflict
exists with respect to at 2. Integrative
least 1 of these issues. 

Image courtesy : Powerpoint 2022 cutout people 

Image courtesy : Neville, C. (2006).  References and Bibliographies, Effective Learning Service booklet, p.10, University of Bradford, School of Management.
 Reasons For Negotiation 5 Negotiation Styles

To beat the
opposition
Accommodating

To To reach a
compromise Reasons agreement Compromising Avoiding

For
Negotiatio
n

Competing Collaborating

To settle an To make a
argument point 

Source - Shirina, S., 2022. Business Communication Module 4. Delhi: RICS School of Built Environment, Amity University​
​
 Stages in Negotiation

Preparation &
planning

Closure & Definition &

implementation ground rules

Bargaining & Clarification &

problem solving justification

Source - Shirina, S., 2022. Business Communication Module 4. Delhi: RICS School of Built Environment, Amity University​
​
 The negotiation process Parts of negotiation process

Party A Party B
                         BATNA
(BEST ALTERNATIVE TO NEGOTIATED AGREEMENT)
Positions
  (presenting
What the issues)
What the
party party Interests                           WATNA 
wants wants
What the party What the party (WORST ALTERNATIVE TO NEGOTIATED AGREEMENT)
needs needs
Needs

common &
Complimentary needs                        MLATNA
(MOST LIKELY ALTERNATIVE TO NEGOTIATED
AGREEMENT)

Source - Shirina, S., 2022. Business Communication Module 4. Delhi: RICS School of Built Environment, Amity University​
​
CONFLICT Transitions in Conflict Thought
A process that begins
Traditional View  - Avoid
when party perceives that
Conflict
another party has
negatively affected, or is
about to be negatively
affected, something  that
the first party cares about.

Interactionist View – Human Relation View –

Conflict is absolutely Conflict is natural and
necessary for group to inevitable outcome in
perform effectively any group 

Image courtesy : Powerpoint 2022 cutout people 

Image courtesy : Neville, C. (2006).  References and Bibliographies, Effective Learning Service booklet, p.10, University of Bradford, School of Management.
3 TYPES OF CONFLICT

Task Relationship Process

Relates to the Focus on

Relates to how
content and goals Interpersonal
the work gets
of the work – Low Relationships –
done – Low level. 
to moderate level High Level

Image courtesy : Powerpoint 2022 cutout people 

Image courtesy : Neville, C. (2006).  References and Bibliographies, Effective Learning Service booklet, p.10, University of Bradford, School of Management.
 IDENTIFYING ZOPA

A Zone Of
Possible Agreement (ZOPA) is a
negotiation region where two or
more parties may
discover points of agreement.

Image courtesy: https://www.investopedia.com/terms/z/zoneofpossibleagreement.asp

Image courtesy : Neville, C. (2006).  References and Bibliographies, Effective Learning Service booklet, p.10, University of Bradford, School of Management.
 ZOPA IN BATNA
The phrase "best alternative to a negotiated agreement" (BATNA) refers to a plan of action that a party to
a negotiation has decided should be followed if negotiations break down and no deal can be achieved.

The region where each party's BATNA overlaps is known as the zone of probable agreement, or ZOPA 

How to identify your BATNA?

Select the
Alternative calculate the
action's that lowest-valued
List of Evaluate your
would have deal that
Alternatives Alternative 
the highest you’re willing
expected to accept.
value.

Image courtesy : Neville, C. (2006).  References and Bibliographies, Effective Learning Service booklet, p.10, University of Bradford, School of Management.
 THINGS TO REMEMBER WHILE
DEVELOPING BATNA

WATNA BATNA
Worst Alternative Best Alternative to
Brainstorm bes
to a Negotiated a Negotiated t possible
Agreement Agreement alternatives

parties negotiate prepare a

most profitable
the worst option strong BATNA
alternative option
of outcome
in advance

Creates Realism: Is Activated when

What if it goes Alternatives are
wrong? How will OUTSIDE the
Practical and
we deal with that? negotiation attainable
alternatives

Image courtesy : Neville, C. (2006).  References and Bibliographies, Effective Learning Service booklet, p.10, University of Bradford, School of Management.
 Effective
Speaking
Effective
Creativity
listening 

A sense of
Patience 
Humour
QUALITIES OF AN EFFECTIVE NEGOTIATOR

A positive
Persistence 
attitude 

Self
Respect 
confidence 

Image courtesy : Neville, C. (2006).  References and Bibliographies, Effective Learning Service booklet, p.10, University of Bradford, School of Management.
 CASE STUDY
A luxury property was listed at $4.72 million, An analysis of comparable property transactions resulted in an
appraised value of $4.68 million. The Client then made a $4.68 bid, which was approved.
The Client went forward, but later that week the Seller's Agent informed her that there had been a mistake and
the Seller had sold the property to another Buyer.
The Client hired Table Force in addition to a real estate law expert attorney. To comprehend the Seller's sheet of
paper, a Table Force Negotiator spoke with the Seller's attorney.

The seller's attorney verified that the client would never actually obtain the property.

The client’s lawyer provided the following legal points:

Due to precedent, the other Buyer should be given the property because their bid was accepted first (digital time
stamp).
The distinction between the two offers would be computed as "damages" and paid to the client. When a Judge
decided the case, the Client would receive 170k because the other Buyer (a motivated cash Buyer) had offered
4.85M.
To stop further actions from the Seller, the Client ought to lean against the property.

*Source: Buying-Luxury-Property%5b1%5d
CASE STUDY
NEGOTIATION: Days later, the Seller's Attorney contacted the TableForce Negotiator with a more positive attitude
and an offer, Thinking that it wouldn't be a good idea to wait until October to win in court.

* Settle at $4.85 Million

* Accept the transfer of a solar lease, which the seller neglected to mention in the listing's terms and conditions.
* Permit them to remove a fixture (fixtures are included in real estate sales).

The Table Force negotiator made the following counteroffer:

* $4.68 Million is the price, not 4.85M
* The solar leasing is approved (it was requested by the client).
* Regarding that fixture the Negotiator felt that it should be given a trade concession because it has a
sentimental value attached to the seller.

CONCLUSION: The problem started with sloppy work by the Seller and their Agent,  and it grew worse due to the
strategies the Seller's Attorney chose to use (bad cop tactic) as well as inadequate preparation No matter what,
the client wanted the property, and the Table Force Negotiator remained committed to the procedures and
strategies the company teaches in its negotiation training sessions. The unexpected victory thrilled the client to
the core!

*Source: Buying-Luxury-Property%5b1%5d
 Business Situations
Using a ridiculous Other party may
high/low opening think negotiating
offer is waste of time
E-Negotiations
& Automated
negotiations

High ball/Low
Iceberg theory
ball
Either offer is given or
Telling counterpart
whats doeable is
"that’s all I got"
Business done
situations

Chicken Pressure
negotiation points

Needs, wants & Difficult to reach an

motivators of negotiation acceptable situation if
The Bogey counterparts is unknown unaware of hidden needs
strategy

Source - Shirina, S., 2022. Business Communication Module 4. Delhi: RICS School of Built Environment, Amity University​
​
Thank you