Prepare responses to the questions below after viewing Case Study 2: Negotiating about Pandas for San Diego Zoo. In drafting your answers to the questions, make sure that you apply course concepts in your answers. Prepare and write a negotiation strategy for Myers, keeping in mind the three tasks he focused upon from a planning perspective:

1) Developing an appropriate framework or structure for the transaction.

2) Identifying the main agenda items for negotiation.

3) Crafting a communication strategy and talking points by which to persuade his powerful Chinese counterparts to allow pandas to return to the San Diego Zoo.

What exactly should he do in each area? The paper should be a minimum of 3 to 4 pages. A minimum of one page should address each area above.

What exactly should he do in each area?

The paper should be a minimum of 3 to 4 pages. A minimum of one page should address each area above.

Use concepts from the text to support your recommendations and explain why using proper APA format, references and in text citations.

Myerss Initial Plans

In 1987, the Peoples Republic of China loaned a pair of giant pandas to the San Diego Zoo in the U.S. Their arrival caused so much public excitement that journalists called it pandamonium. Over 200 days from July 1987 to February 1988, the Zoo drew more than 2 million visitors. The 30% jump in regular zoo attendance added $5.7 million to normal gate and souvenir receipts. The exhibit was a zoo directors dream.

Before the pandas had even left the Zoo, Douglas Myers, the executive director of the Zoological Society of San Diego, began thinking about how to bring them back for a longer stay. The San Diego Zoo, like most zoos, had high fixed costs to cover. It was also fundamentally dedicated to educating the public about animals and developing its renowned expertise in the preservation of endangered species. For these reasons, attracting zoo visitorsnew and returningwas an ongoing strategic concern for Myers, and giant pandas were rock stars.

The Zoos bargaining position, however, was relatively weak. China was the sole source of giant pandas, and only 1,100 remained in the wild according to a recent estimate.¹Moreover, they were in demand by zoos throughout the world. Chinese authorities responded very selectively. Washingtons National Zoo was the only zoo in the U.S. that had a permanent panda exhibit, and it resulted from the historic opening of relations between China and the U.S. in 1972. Since the late 1950s, the Chinese government had permitted fewer than 15 other countries to host these rare animals for even a short visit.

In late February 1988, Myers decided to focus his initial planning on three main tasks. First, what kind of framework or set of general principles could be developed with Chinese organizations to facilitate a long-term panda stay? All of Chinas previous panda arrangements had taken the form of permanent state gifts or short-term exhibition loans. Second, what concerns should Myers put forwardand in turn, anticipate from Chinese counterpartsas the main agenda items for negotiation? Third, what communication strategy and talking points should he use to persuade his relatively powerful counterparts and make his case for San Diego Zoo? He would have to undertake additional preparations, such as financial targets, but for now, the three tasks were top of mind as he began to review information on several pertinent topics.

I. San Diego Zoo: Overview

The San Diego Zoo was located in the heart of the city on 100 acres (0.16 square miles) of 1,200-acre Balboa Park. The Zoo housed one of the most varied collections in the world4,000 animals from more than 800 speciesand enjoyed an international reputation for its progressive approach to animal care and species conservation. The Zoo was managed by the nonprofit Zoological Society of San Diego (ZSSD), which had the largest membership of any such group in the world and the largest zoo budget in the U.S.

Douglas Myers became executive director of the ZSSD in 1985. By then, he had accumulated 14 years of experience in animal keeping, and zoo operations and administration. He began his career at Busch Entertainment Corporation after earning a B.A. in business and psychology. At Busch Gardens, he moved from animal keeper and supervisor of animal shows to operations manager. In 1982, he became the general manager of San Diego Wild Animal Park. Over the next three years, he took on major operational and planning responsibilities for both the Animal Park and the Zoo and managed the ZSSDs educational activities, public relations, marketing, and the budget. Myers had publicly committed to building the San Diego Zoos reputation as one of the greatest zoos in the world.

The city of San Diego, with a population of 1.1 million, was the second largest city in California and sixth largest in the U.S.² Its per capita income made it the wealthiest among U.S. cities with a population over 1 million.³ San Diegos economy was driven by defense, manufacturing, and tourism. The Port of San Diego played a major role in all of these industries. In addition to its shipping and trade activities, the Port accommodated the only large-scale submarine and shipbuilding yards on the U.S. west coast and the largest naval fleet in the world.

The region was known for its cool, sunny climate. Temperatures remained nearly constant throughout the year (an average of 71 degrees Fahrenheit), and annual rainfall was minimal (913 inches). These conditions suited many animals and favored the San Diego Zoo.