ABSTRACT
This chapter discusses a case study of a surgical agency which used for negotiation training. The key problem for the negotiators is how to be flexible and achieve their goals. Inflexibility leads to deadlock and, perhaps, the severing of their business relationship. Surgikit is ambitious; Ali Barka is cautious. Surgikit, producers of surgical kits, having acquired EuroMed, a smaller surgical components manufacturer, has embarked on a review and reorganization of its world distribution agreements. Surgikit has invited Ali Barka to accept formal terms to become an exclusive distributor in Egypt. While Ali Barka is willing to consider such a proposition, it has not expressed a willingness to continue with the high cost, insurance and freight (CIF) price it is charged on its imports from Europe, nor is it willing to accept the minimum annual sales targets Surgikit wants to set. Negotiators can construct disagreements about a future state, 'contingency proposals' to apply in whichever of the different future states materializes.
