make a comment on this case, the case is from the book based on negotiation. Comment for 4-5 sentences.

Thank you

BOX 2.3 Tactics for Success What Is Your Walk-Away Price? In any negotiation you must start by deter- acquiring Keebler. However, his staff had cal- mining your "walk-away" price--the top culated that at maximum Keebler was worth price you are willing to pay when the final $42 a share-less than Keebler negotiators price is discussed. The walk-away price would accept. As in similar situations, the staff should not include the full potential value of who established the walk-away price con- the synergies of the deal. Why? The synergies sisted of a decision-making group of highly are possible additional positive outcomes that trusted senior managers given veto power may happen--but they are not part of over the final number. They were not con- the deal and thus should not influence your cerned with synergies, but with the goal of negotiation or walk away price. In addition, establishing a balanced, objective estimation for a walk-away price to be real--and it is a of the facts. critical part of any negotiation-you must In the final bargaining session Gutierrez be ready to walk away. told Keebler's management that $42 was his For example, when Carlos Gutierrez, CEO walk-away price-and left to watch a Mets of Kellogg Company, the cereal giant, was baseball game and forget the deal. Two days negotiating the purchase of Keebler, the later, after Gutierrez had made it clear that he cookie company, he was most eager to close had made his final offer, Keebler accepted the the deal. Keebler had a direct-to-buyer deliv- $42 BATNA offer. ery system that enabled it to carry products to The next time you begin a negotiation, stores in its own trucks, bypassing the retail ask yourself or better yet ask other trusted ers' warehouses altogether, which Gutierrez individuals: What is your walk-away price? viewed as an enormous synergistic benefit of Write it down and stick to it. Source: Adapted from Geoffrey Cullinan, Jean-Marc Le Roux, and Roll Magnus Weddigen, "When to Walk Away from a Deal." Harvard Business Review (April 2004): 96-104. Used by permission