The Whiplash Negotiation – MetroMart Background Acting in the capacity of the in-house lawyer for MetroMart Supermarkets Limited‚ I was charged with handling a claim against one of our drivers who was accused of careless driving which resulted in his truck colliding into the back of the car of one of our customers. Our driver‚ who has a clean driving record‚ said in his statement that the traffic was really quiet heavy and moving relatively slowly when the plaintiff‚ Mrs. Johnson‚ who was driving
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Paper Project: Viking Investments MBA ###: Seminar in Negotiation and Other Dispute Resolution Methods Written by: ########## 11/17/12 Table of Contents ------------------------------------------------- ------------------------------------------------- Introduction ……………………………………………………………….3 ------------------------------------------------- ------------------------------------------------- Summary of Major Issues ……………………………………………………………….. -------------------------------------------------
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2012 1. Identify the strengths and weaknesses of Fontaine’s and Gaudin’s negotiating strategy in their deliberations with Reliant Chemical Company. Fontaine and Gaudin started off with a competitive strategy‚ wherein the outcome of the negotiation was more important than the relationship. This is evidenced by the fact that the market for VCM would be oversupplied in a few years due to the building of new chemical plants and a drop in demand. Pacific only needed to secure an extension from
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The nature of negotiation and its process constitutes a number of various factors that leads to an effective or ineffective process and outcome. One of the primary purposes of a negotiation is to come an agreement with another party by exchanging offers and to find solutions to a common issue‚ “whenever we cannot achieve our objectives single-heartedly” (Thompson‚ 2009). Some believe that in order to conduct a negotiation‚ trust is an utmost important factor as negotiators depend on the information
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2007 Vol 7(1): 101–119 Cross Cultural Management Chinese Conflict Management Styles and Negotiation Behaviours An Empirical Test Zhenzhong Ma University of Windsor‚ Canada ABSTRACT China has been one of the most important markets for western firms‚ but negotiating with the Chinese is quite a challenging task. Researchers have been investigating the distinctness in Chinese negotiation and conflict management styles‚ but have yet to provide solid evidence for it. An attempt is made
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Abstract International business activities required people to negotiate across cultural and national boundaries. There are many cultural challenges‚ to be considered while conduct business negotiation in cross cultural situation. Cultural dimension theory and negotiation process help to understand these challenges and find the remedies. For instance‚ Hofstede four dimensions and high and low culture context dimensions are two important theories to explain the behavior of negotiator in international
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International business negotiation as I see it. In particular‚ Business Negotiation course provides us skills needed in an international negotiation stage on which we stand like business people‚ real causes to enhance our horizon‚ and the chance to work like a team. Before the negotiation start‚ we need to choose theme of Negotiation‚ I mean that every negotiation has the theme‚ in which both of teams are interested in and prepare for negotiation. But sometimes we can also have some prenegotiations
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Case Study Analysis Part B: “Power Play for Howard” The Juwan Howard’ negotiation contract process was a very though‚ dramatic and sentimental one. According to the Lewincky the negotiation practices can be different according to the national culture where the negotiation is taking place. Using the seven key steps to an ideal negotiation process that Greenhalgh suggests in the text book we will present our team’ negotiation plan‚ as the General Manager of the Washington Bullets‚ Wes Unseld.
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Post-Negotiation Analysis Les Florets 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
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DISCUSSION QUESTIONS: 1. What goals (target price‚ opening bid‚ bottom line‚ etc.) did the seller(s) and buyer(s) set for themselves in the negotiation? Did they reveal these goals to their agent? The goals of the buyer were not obviously revealed; because I was the seller I did know that my priorities and bottom line was set and that even though the seller was unable to pay two mortgages if the offer was not fair‚ then we would have to walk away. 2. Did you reach agreement
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