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Best Practices in Negotiation
Best Practices in Negotiation
Best Practices in Negotiation
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Pieles de La Garriga Case Study Summary In the Pieles de La Garriga case study we have to decide whether we are going to accept the offer of Comerpiel and under which conditions. In order to make our decision we have to consider some criteria. The criteria that I identified as the most important are the lack of capacity for the first month if we decide to take the whole order, the profit or loss, the risk that Comerpiel will back out the contract, and the strategic implications of our decision. None of the alternatives is perfect. So we have to decide which of the criteria are the most important and to choose the alternative that satisfies them the most. For me, the most important criteria are the strategic implications and the maximum profit that we can make. I don't think that the risk is so high and the problem with the capacity can be solved if we pay some overtimes. So, I chose to accept the whole order of Comerpiel (to produce both the small and the large bands) and to ask for a price 5% higher than the suggested. By choosing a price 5% higher we can earn much more profits and at the same time we reduce he financial risk. Analysis The first thing I am going to do concerning the analysis is to define the problem that we are facing (I consider myself in this case as a partner of Pedro). Basically we have to make a decision. We have to decide if we are going to accept the offer of Comerpiel and the conditions of the agreement. The conditions have to do with the products that we will have to deliver (small bands, large bands or both) and the price of these products. The next step is to choose the criteria that we are going to take into consideration. In my opinion, the most important criteria are the following (their order does not indicate their importance): 1. Capacity 2. Profit 3. Risk 4. Strategy I am going to start with the capacity of the machine and the capacity of the rest of the factory. As we know, if we order the machine now (which is the end of August) it will take approximately two weeks to be delivered and start working (without taking into consideration any possible delays). That means that we will have approximately two weeks time to produce the first delivery. That delivery (at the end of September) consists of the 30% of the total amount and if we choose to produce both the small and the large bands it will take us about 18 working days to produce it (if we assume that each day has 8 working hours).
Peter produces all his instruments by hand and doesn’t use machinery to mss produce his products. This makes Sawchyn guitars a very highly sought after business for customers who want a very high quality, customized musical instrument. Although there is a fair but of competition in the music business industry, Peter gains a competitive edge over other producers by creating a unique sound in his instruments. Canada has many known music stores which include L.A Music, and Long and McQuade. Over his years of hand making guitars, Peter has also gained loyal customers. Another strength includes having both national and international customers. With these strengths comes some disadvantages for Sawchyn Guitars. Since Peter makes all his guitars handmade, he is unable to have machinery to create his guitars since each guitar wouldn’t be unique which his customers are fond of. His organization also has a very small number of staff. This is one of the main issues facing Peter and his wife, Kendra. As they are getting older, they both don’t want to work full time, but as Peter is being faced with high demands for his products, he has no other choice but to work full time, seven days a week in order to fill orders. Although he has some help part time, he needs someone who knows how to hand make guitars and mandolins to produce unique sounds. And lastly, Peter doesn’t have enough space to store his guitars. Although they have a new shop, they are still unable to display many
Step 4: Examine and categorize the alternatives. Identify those that are consistent and inconsistent with your personal values.
Our team has been instructed to help advise on a business case involving a restaurant, The Mongolian Grill. It’s owner, John Butkus, is contemplating renovations, in hopes of adding capacity and increasing revenue. There are several scenarios that are available to him. One option is to add an extra food bar. The second option is to move the location of the cooking area. He can also implement both options, if he so chooses. Our team has done the appropriate financial calculations, as well as qualitative considerations.
In order to address the above components, five decision making steps have to be put in place, these are; being attentive, being intelligent, being reasonable, being responsible, and being reflective. The first step, being attentive, involves evaluating the whole situation and coming up with the data and information about the problem at hand. In so doing the following questions are viewed; what facts to bear in mind, what direction to take so as to get the expected solution, and what is the main issue to work on. In the second step, being intelligent, the information is clearly studied to determine whether the collected data is revealing the correct details concerning the problem. Determine the stakeholde...
Expected demand for the month of August is 373 orders. To make one order of Double Team, we will need 75 grams of Fries, 33.3 ml of Oil, 50g of Nuggets, 12.5 grams of Juice Powder, and 16 ounces of Water. Total quantity needed to produce 373 units would be 27,937.98 grams of fries, 18,625.32 grams of nuggets, 12,404.46 ml of oil, 4,656.33 grams of juice powder, and 5,960.10 ounces of water, total cups and straws would then be 373 pieces each. At least 16 units of Double Team a day must be sold to meet the expected demand of 373
The most important issues to bring to the negotiation table are the time period in which the plant will is available to use, the determination of the current workforce, and the patent of Petrochek that accompanies to the plant. Among these issues, the time is significant because we incur a loss of profit of $1 million every month for waiting the plant to be available. In preparing for this role play, we had analysed the situation of ourselves, assessed the counterpart and developed a set of strategies to deal with this negotiation.
Finally, I have suggested some recommendations for the issues that I have mentioned above. In reference to the first issue, it will be profitable for the company to change to level monthly production.
To determine if Lille Tissages, S.A. should lower the price to FF15.00/m or not we need to consider the Variable costs and the Contribution margin associated with Item 345.
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