You are the newly appointed negotiator by Belmont Sutton Company to lead the negotiations which entail a deal of several million of turnover in favour of the organisation. You are provided with some information emanating from the past. You discover the troubled relationship between Belmont Sutton, the manufacturer and supplier of computer components and one of the most loyal clients with a long-withstanding relationship of twenty years of business (a search engine firm). For a new deal, the two parties signed a detailed contract eight months earlier, but now they are at odds over several of the terms (sales volume, pricing, product reliability, and energy efficiency specs). Every round of negotiation resulted in an amended deal, threats of termination of the contract, or expensive litigation with a dim scope of renegotiating. The negotiation ended poorly, especially because every session each party was even angrier than before. You were told that the previous negotiator was one of the best in the field and hardly failed at any negotiation. The repetitively failed negotiation was exceptional and as the deal was extremely important for the organisation, I must turn the situation around. The CEO of Belmont Sutton Company is of the view that ‘anger, sadness, disappointment, anxiety, envy, excitement, and regret’ should not affect the negotiation at any cost. It is too much money at stake, he says. Referring to the case study, work out all parts. 

(a) Analyse the set of principles that could increase the of power of successful negotiation in favour of Belmont Sutton Company. [20] 

(b) Dealing with angry negotiators can be tricky with irreversible consequences . Discuss the strategies that could be used to control the process of negotiation with emotionally dominated parties.

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