Pacific Oil Company Failed Negotiation

Richard Paguirigan National University/Law 402 Professor Hamlin January 22, 2012 1. Identify the strengths and weaknesses of Fontaines and Gaudins negotiating outline in their deliberations with dep closeent Chemical Comp any. Fontaine and Gaudin started off with a competitive dodging, wherein the final result of the duologue was more important than the relationship. This is evidenced by the fact that the market place for VCM would be oversupplied in a few years due to the expression of new chemical plants and a drop in demand.Pacific only(prenominal) needed to secure an exaccent from dependent to enable them to maintain trading operations for just a while longer or until they could come up with a new business strategy for the future. There is nonhing to refer that Pacific had any bonus to maintain a relationship with Reliant after that snip. Although Pacific was considering becoming a producer of PVC products in order to minimize its dependence on external sales, no ri otous decision had yet been made so Pacifics manageable survival was still up in the air.Fontaine and Gaudin were aware that they had less than a three year window in which to publish the contract. They also knew that Reliant was probably aware that the market was red ink soft. Although Fontaine and Gaudin began their efforts with a sense of necessity to extend the contract with Reliant, they came into negotiation not having really positive their strategy and how they would attack it. They were unprepared for the issues that Reliant brought up and were essentially on the antitank throughout.The sense of urgency that exhibited coming into the negotiations was undermined by their failure to set time limits or deadlines. They were fair game for entrapment by the Reliant since they really had no information about Reliants situation and therefore could not counter or reverse the attack. Although free-enterprise(a) Strategy was the intent, poor formulation and unanticipated proble ms along the way cause their strategy to fix flipped around and they succumbed to utilizing an suit strategy (lose to win) in the end.Strengths The accommodating strategy may be utilise to encourage a more interdependent relationship, to increase support and service from the other, or even cool off hostile feelings if there is tension in the relationship. If the relationship is ongoing, then it may be particularly permit to back down instantaneously, to keep communication lines open and not mash the opponent to pay off in on somewhatthing that they do not loss to discuss (Lewicki 18). Weaknesses In most cases, this is a short-term strategy used with the expectation that accommodation now forget create an opportunity to get hold of resultant role goals in the future.This strategy should only be used when the outcome is not very important or if the primary objective is to make better the relationship. Unfortunately, for Pacific the outcome was important though the relati onship wasnt. 2. Identify the strengths and weaknesses of Hauptmans and Zinnsers negotiating strategy. Hauptman and Zinnser utilise Competitive Strategy (win to lose). Unlike Pacific, Reliant had done its research and was richly aware of Pacifics situation and the market dynamics going on at the time and, presumably well into the future.They had a plan, developed a strategy and used it to their advantage. Essentially, Reliant had been given no incentive by Pacific to extend the contract. They had done their research, and armed with the knowledge gleaned and now aware as to the reasons why Pacific was so eager to extend the contract, they took the opportunity to gain the upper hand. Since Pacific never imposed any deadlines, they stalled for as long as they could all the while arguing for, and get a number of concessions along the way.They were never on the defensive at any time since Pacific had nothing on them. They were in a favorable position to entrap Pacific, causing them to change strategies which resulted in failed negotiations. Strengths The Competitive strategy is effective in getting the other party to give in, and thus to satisfy the competitors needs now. Weaknesses. The outcome of the negotiation is more important than the relationship. It strains and endangers the relationships between the parties. 3. What action should Fontaine take at the end of the case?Fontaine needs to reverse the damage done. Perhaps a cooperative strategy is in order. If Fontaine can induce Reliant that they will get into the PVC business after all and possibly become a PVC products manufacturer, hence a competitive threat, maybe Reliant will then get off their high horse and agree to get together for the mutual benefit of everyone. Pacific will need to make some concessions. Price, exclusive contracts or even a non-compete agreement may convince Reliant it would not be worth it to retaliate against Pacific.