Negotation of an Oil Exploration/Production Contract, Professeur Michel Vuillod, ENSPM, Institut Français du Pétrole

Économie & finance Business

International Oil and Gas Resource Management Seminar, April 27-30, 2008; held in Libreville, Gabon

Negotiation of an Exploration/Production Contract IFP Training

Projects ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Negotiation Plan ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Negotiation Plan (1/3) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Negotiation Plan (2/3) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Negotiation Plan (3/3) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Frameworks (1/5 ) SWOT Us Them Strengths Weaknesses Opportunities Threats

Frameworks (2/5) Objectives and Issues Complementary Divergent Objective Objective Issue n° 1 Issue n° 2 Issue n° 3 Issue n° 4 Issue n° 5 Issue n° 6

Frameworks (3/5) Value Scale Negotiation Issues Value scale of issues 1 2 3 4 Us Them

Negotiation Positions (1/4) Buyer PAI buyer PO PR Buyer PR seller PO PAI seller Seller

Negotiation Positions (2/4 ) Buyer PAI buyer PO PR buyer PR seller PO PAI seller Seller Possible Agreement Zone (PAZ))

Buyer PAI buyer PO PR buyer Seller PO PR seller PAI seller Restricted PAZ Negotiation Positions(3/4)

Negotiation Positions(4/4) Buyer PR PR 1 buyer (MAX) PR 1 seller (MIN) seller Negative PAZ

Frameworks (4/5) Informations Us Them Obtain Give Filter through Hide

Frameworks (5/5) Complete Scenario Framework Value of issues Us Them Technique Negotiation issue (Issue) Us Them Us Them Us Them Us Them (Issue) (Issue) (Issue)

Negotiation process Concessions and values of corresponding points (values of 3, 2, and 1) Techniques of structuring issues Circumstance and moments were concession intervenes Remarks Them Us

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Running head: NEGOTIATION PLANNING 1 NEGOTIATION PLANNING 5 Negotiation Planning Keisha McKinney Columbia Southern University 01/07/2020 Negotiation Planning Negotiation involves an interaction between entities intended in reaching a beneficial outcome in any organization. Companies create a guide used in each step which includes a series of strategies and planning to have a successful negotiation. Planning for negotiation is essential for various reasons. First, it enables companies to be proactive in foreseeing their future and prepare accordingly to keep up with the changing trends in the market. Secondly, Planning goals and strategies increases operational efficiency in providing a roadmap in the management in making decisions by determining the required resources used in accomplishing the set goals (Ong, 2015). Deliberate planning also important in increasing profitability and market share. Corporations get insights that are valuable on consumer segments and market demands on products and services, which is the best approach used in turning marketing and sales efforts into the best outcomes. Organization negotiators should always have goals and strategies before negotiation commences. Having goals and strategies in any preparation for negotiation can portray negotiators as people with vision and objectives goals of what they need out of the deal. Lack of negotiation goals in mind by negotiators may affect the best outcome for the business. Therefore, getting into negotiation with specific goals and a clear understanding of business strategies helps to improve performance in operation. There are various issues discussed during the negotiation process such as distributive, congruent and integrative issues (Kesler, 2019). Integrative negotiation is a strategy involving the collaboration of parties to get a substantive solution to their disagreement. The tactic focuses on the development of mutual agreement that is beneficial to the disputants’ interests. The congruent issue is where the interest of parties are aligned positively in which both sides are not willing to state what they need in case of any project discussion. When negotiators have the same interest on which project to be given the priority is a congruent issue in negotiation. Distributive negotiation involves a single issue such as the cost of the project, and mostly it relates to the bargaining process. Defining the relative importance and the bargaining mix of each issue is a critical step in negotiation. Negotiators from different parties assemble a list of issues presented and decide on the most and least important issue to enhance proper priorities. Bargaining mix entails both parties coming together and combining their lists of issues in a negotiation before implementation. Accordingly, large bargaining mixes may benefit a negotiation because a large list of components are put together and can easily benefit both parties. Notably, a large bargaining ...

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WCM 510 Final Project Milestone Two Guidelines and Rubric Prompt: Effective negotiations are designed with four key focus areas in mind: people, interests, options, and criteria (PIOC). Focusing on these four variables assists in reaching a successful negotiation outcome, a key deliverable for this milestone. Refer to Module One for information regarding PIOC. Discussions on possible ZOPA and BATNA agreements should also be reviewed in the completion of this milestone. In addition to submitting a draft of Section III: PIOC Analysis Overview, you will also include Section IV: Communication Strategies of the final project. Section IV asks you to consider the overt and tacit communication strategies that can be used during the negotiations, as well as their benefits and risks. These two sections should be revised, based on instructor feedback, and then submitted as part of your analysis and negotiation coaching recommendations for executive leadership final project, due in Module Ten. Specifically, your milestone submission must address the following critical elements: III. PIOC Analysis Overview A. Formulate appropriate phrasing for the CHRO’s opening remarks that separate the people from the problems. Your phrasing must be based on principled negotiation practices. B. Identify case-specific negotiating positions and rephrase them as interests. In other words, Sharon Slade and Alice Jones’ ZOPA and BATNA positions should be referred to as case-specific negotiating interests. For example, one of Alice Jones’ possible ZOPA positions may be to obtain a 52-week severance package, during which her compensation and benefits continue through the severance period. This can be rephrased as an interest by adding Alice Jones’ rationale for this position: 52 weeks of severance allows for adequate time to find a comparable position as well as time for her family to relocate to a new geographic region. You have the option of using a table to illustrate each position and the appropriate rephrased interest (one row per position-interest). C. Recommend options that can appropriately address the parties’ integrative interests. You will want to use the open, closed, alternative, and leading questions developed in the Module Five assignment to craft an integrative bargaining proposal. Feel free to consider potential creative options that may not be as common. D. Identify objective criteria that can be used to measure distributive elements of the negotiation. Explain the reasoning for your choices. IV. Communication Strategies A. Identify examples of effective overt communication that could be used in this negotiation. Explain the reasoning for your choices. For example, when hearing a proposal from the executive that would be risky from a human resources perspective, how would you respond? Why? B. Identify situations where tacit communication is important to this negotiation. Provide examples of how you might use su ...

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