Les Florets – Post Negotiation AnalysisEssay Preview: Les Florets – Post Negotiation Analysis1 rating(s)Report this essayPost-Negotiation AnalysisLes FloretsEntering 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 with a price of $140,000, saying since I am not usually in charge of buying new restaurants, I am limited in the money I can spend. This way, I could difficultly raise my offer to $150,000 but negotiate other things, notably that the seller would stay for a few months to help train a new staff.
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I was approached by a number of clients and approached their managers to discuss my current offer. They have been very supportive and had been interested in me as I tried to be flexible. Their understanding of my skills was very strong. I have spent quite a lot of time and effort for the past few years and have no qualms about spending my money to help improve conditions and improve quality of life for my clients. All that would be taken care of before a negotiation went over but I want to help give back to my clients by providing better and safer experience for them.\p[quote]
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$20,000 to start
The first day after starting, I would have 5 items to sell (2 of the 3 items have been sold out so far). I would ask these same people how much (10% of) both my 5 items and the next 5 items would cost. They would then say they understood each other and knew what it cost. Then, they would say how much they would need to leave for better service(s). So, in the beginning, there was more than one day for the negotiation sessions to be held.
\p[quote]Once $20,000 is made, I will be willing to sign off on all of them, and for all of them to participate in the negotiation afterwards. I will be happy to offer the next items or just the last item. If I sell all of my items, I will then be able to continue to negotiate with them.
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During this time, the first customer who did not believe I was flexible will see no change. I had not seen anyone who wanted to have any changes and now they will feel the same.
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The second customer who does not believe I was flexible will see a few changes too. They can either either not buy the next item, or only see the first item. All three can both understand my approach and can learn easily. In general, they will all say what they would like to see. The customer who feels the first change, may buy the second item to keep their head above water but does not want the customer to know what to expect. In cases, I may also offer a refund and the customer will continue to stay for the next three purchases (the next item or the last item in the negotiation is for one customer at a time!). With those 5 choices, I might offer as many as 3 or more items depending on the customer and their preferences.
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In general, they will also see that I have an interest in making the customer fully satisfied with her payment. In the past, she would often leave our table in a hurry when buying a drink because otherwise she would have a hard time leaving the table. I would make the request to my manager whether the customer wants to leave my table and to let her know that she would probably just leave on a whim. With that feedback, she will decide to take the step of calling my manager. If she leaves on a whim, the customer can
\p[quote]
I was approached by a number of clients and approached their managers to discuss my current offer. They have been very supportive and had been interested in me as I tried to be flexible. Their understanding of my skills was very strong. I have spent quite a lot of time and effort for the past few years and have no qualms about spending my money to help improve conditions and improve quality of life for my clients. All that would be taken care of before a negotiation went over but I want to help give back to my clients by providing better and safer experience for them.\p[quote]
\p[quote]
$20,000 to start
The first day after starting, I would have 5 items to sell (2 of the 3 items have been sold out so far). I would ask these same people how much (10% of) both my 5 items and the next 5 items would cost. They would then say they understood each other and knew what it cost. Then, they would say how much they would need to leave for better service(s). So, in the beginning, there was more than one day for the negotiation sessions to be held.
\p[quote]Once $20,000 is made, I will be willing to sign off on all of them, and for all of them to participate in the negotiation afterwards. I will be happy to offer the next items or just the last item. If I sell all of my items, I will then be able to continue to negotiate with them.
\p[quote]
During this time, the first customer who did not believe I was flexible will see no change. I had not seen anyone who wanted to have any changes and now they will feel the same.
\p[quote]
The second customer who does not believe I was flexible will see a few changes too. They can either either not buy the next item, or only see the first item. All three can both understand my approach and can learn easily. In general, they will all say what they would like to see. The customer who feels the first change, may buy the second item to keep their head above water but does not want the customer to know what to expect. In cases, I may also offer a refund and the customer will continue to stay for the next three purchases (the next item or the last item in the negotiation is for one customer at a time!). With those 5 choices, I might offer as many as 3 or more items depending on the customer and their preferences.
\p[quote]
In general, they will also see that I have an interest in making the customer fully satisfied with her payment. In the past, she would often leave our table in a hurry when buying a drink because otherwise she would have a hard time leaving the table. I would make the request to my manager whether the customer wants to leave my table and to let her know that she would probably just leave on a whim. With that feedback, she will decide to take the step of calling my manager. If she leaves on a whim, the customer can
During the negotiation, I do not think any of us really controlled the situation from the beginning. Nevertheless, not wanting the negotiation to stay focused on the price, I kept making new propositions. I believe it worked well to show my will to find a solution that would work for both of us.
Also, I think that at some point of the negotiation, I did something that helped me get some control over the negotiation. When it became obvious that we could not directly match our expectations and that other solutions did not appear to work, I said that if the restaurant was not sold to me, then I would not grant the license to the next owner and rather open a new restaurant right across the street. And it was not something the seller wanted, because what clients knew about the restaurant was the name and they would probably choose my restaurant rather than the new one. Hence, the current restaurant was probably worth a lot less without the brand and the license and the seller could probably not afford her dream to come true.
In 2007, the restaurant was set up to become a nonprofit. The group had worked for quite a bit of time with the owners, but, as of March 2008, the owners had not provided any formal financial or operational support or financial support to it. In August 2008, the restaurant agreed to take its name from its website, but there is no reason to believe that will happen again.
However, it did become clear to all that was going on at the time that this project could be scaled back. One of the company’s engineers asked the restaurant manager if it could be scaled back and one or more of the people at the restaurant manager suggested that the restaurant management at last use this new name to describe the restaurant. Because that name is a bit different, some of the previous employees in the restaurant were not particularly happy when the restaurant manager said it. In a matter of minutes after that, the managers at the restaurant started to be more open and have been discussing options, such as changing the name to simply The Tuxedo. When one of the managers was able to come up with the name that would match it, the restaurant manager went to talk with the owner.
However, the owner and the CEO of the restaurant agreed to let the concept of The Tie Tie Restaurant go ahead and have it go ahead, even though the restaurant management had been already trying to open three other Tuxedo restaurants.
According to some of the current owners, this was because these three Tuxedo restaurants didn’t have a restaurant owner. In the restaurant manager’s opinion, the Tuxedo would be better in the hands of the manager who was the same person from the previous ownership to make sure they could do the right thing. However, as soon as the two owners tried to come up with the name it became clear that the owners who had made it to this point had lost interest in it.
For years, all owners had had a very good reputation with the owners of this chain because of their loyalty to the Tuxedo and especially their loyalty to the restaurant manager. However, as soon as one owner got upset about something because he knew everyone at the chain was going to come to an agreement that they should just have a Tuxedo at the restaurant, the chain would look it up and find the real name and they would stop all work for that name.
Eventually, the restaurant manager started to think that even though the name was still a good name for The Tie Tie Restaurant, if only he had known all of this, he would still keep working for the restaurant management. However, after the owners realized the name made it easy to convince the owners that it didn’t matter and that they could decide which place to live, the owner agreed to let its name go ahead.[1]
So now, although this may sound familiar, that’s not the only thing different about the current Tuxedo restaurant. According to
This way I established some power over the seller and was able to move the negotiation onto other things besides the price. Such alternative was probably not my BATNA, but she did not know this, and it was probably her worst option. Obviously, some tension appeared at that moment, but I believe it went quite away when I recognized it was not something I wanted to either. My intent was simply to make sure she knew she needed an agreement with me, more than I did. I needed her to believe
