FORM 1

SECTION A: TO BE FILLED BY THE LEARNER

Qualification (Program) Unit Number And Title

HIGHER NATIONAL DIPLOMA IN BUSINESS 44. PITCHING AND NEGOTIATION SKILLS

Learner Name Assessor Name

MS. ANNU CHARIKAR

Fouad Ali Hebah Al Ameri

Date Issued Hand In Deadline Submitted On

01-05-17 28-05-17 28/05/17

Assignment title PITCHING AND NEGOTIATION SKILLS

In this assessment you will have opportunities to provide evidence against the following criteria.
Indicate the page numbers where the evidence can be found.

To achieve the criteria the

Learning outcome Criteria
evidence must show that the Task No. Evidence on
reference
learner is able to: page no

LO1 Determine what a negotiation is,

Evaluate the context of a
negotiation and identify the
information required to
prepare for a negotiation.
LO2
Manage documentation
relevant to tenders and
contracts.
why it occurs, and who the key
P1 stakeholders during a negotiation
process are.
Evaluate the key steps and
information required for
P2
negotiating and generating deals.
Task 1
Present a concise rationale for the
negotiation process, including
detailed steps that organisations
M1
go through during a negotiation
process and the information
required in preparation.
Critically evaluate the steps of the
negotiation process and present
D1
valid solutions for dealing with
issues that can arise.
Explain the RFP process and the
relevant types of documentation
P3
required.
Task 1
Explain the contractual process
and how relevant documentation is
P4
managed and monitored.
 Apply the RFP process within an
organisational context, outlining
M2 the key documentation required
and consequences of breaching the
terms of an agreement.
Critically evaluate the competitive
tendering and contract process
Task 1
D2 and make recommendations for
completing a successful tender
with minimal risk.
LO3 Develop an appropriate pitch,
Develop a pitch to achieve a applying key principles that
P5
sustainable competitive achieve a sustainable competitive
edge. edge.
Examine the pitch process in an
organisational context, evaluating
M3 Task2
ways to maximise the chances of a
successful pitch.
Develop a dynamic and creative
pitch that is both concise and
D3 persuasive to achieve a
sustainable competitive edge.

L04 Assess the potential outcomes of a

Assess the outcome of a P6 pitch.
pitch and negotiation.
Determine how organisations fulfil
their obligation from a pitch,
P7 identifying potential issues that
can occur.

Recommend ways in which an Task 2

organisation can fulfil their post-
M4 pitch obligations, highlighting any
potential issues.

Critically evaluate the pitch and

post-pitch outcomes to determine
D4 potential issues and risk
management.

Learner declaration

I certify that the work submitted for this assignment is my own. I have clearly referenced any sources used in the
work. I understand that false declaration is a form of malpractice.

Learner Name : Fouad Ali Hebah Al Ameri Date: 28/05/17

 SECTION B: TO BE FILLED BY THE FACULTY MEMBER

Learning Outcome Evidence for the criteria Met the

Feedback
criteria?

Pass Level

LO1 : P1 Determine what a

negotiation is, why it occurs,
Evaluate the context of a and who the key stakeholders
during a negotiation process
negotiation and identify
are.
the information required
to prepare for a
negotiation.
P2 Evaluate the key steps
and information required for
negotiating and generating
deals.
Shared good clarity and
understanding on the negotiation
Yes
process scope to highlight little
more on significance of key
stakeholders
Clear understanding on the steps
Yes and stages of a negotiation. Scope
to evaluate more on effectiveness
of bringing new business deals

M1 Present a concise
Well researched and good
rationale for the negotiation
process, including detailed evidence shared of the book
steps that organisations go
through during a negotiation Yes
process and the information
required in preparation.

D1 Critically evaluate the No

Scope to highlight more critical
steps of the negotiation
process and present valid analysis of solutions
solutions for dealing with
issues that can arise.

L02: P3 Explain the RFP process

and the relevant types of
Manage documentation documentation required.
relevant to tenders and
P4 Explain the contractual
contracts. process and how relevant
documentation is managed
and monitored.
Shared RFP process at length
Yes
Yes
Good understanding of the
contractual process and
documentation required

M2 Evaluate the Apply the

Understands the impact and
RFP process within an
organisational context, Yes shares in logical manner
outlining the key
documentation required and
consequences of breaching
 the terms of an agreement.
D2 Critically evaluate the
competitive tendering and
contract process and make
recommendations for
completing a successful
tender with minimal risk.
LO3: P5 Develop an appropriate
pitch, applying key principles
Develop a pitch to that achieve a sustainable
competitive edge.
achieve a sustainable
competitive edge.
M3 Examine the pitch
process in an organisational
context, evaluating ways to
maximise the chances of a
successful pitch.
D3 Develop a dynamic and
creative pitch that is both
concise and persuasive to
achieve a sustainable
competitive edge.
LO4: P6 Assess the potential
outcomes of a pitch.
Assess the outcome of a
pitch and negotiation. P7 Determine how
organisations fulfil their
obligation from a pitch,
identifying potential issues
that can occur.
M4 Recommend ways in
which an organisation can
fulfil their post-pitch
obligations, highlighting any
potential issues.
No
Scope to share more business
examples
No
Pitch cannot be accepted in text
needed to be submitted as voice
note. Also negotiation video
needed to be summited to
demonstrate effective
understanding of a 2 way
negotiation
No
Pitch cannot be accepted in text
needed to be submitted as voice
note. Also negotiation video
needed to be summited to
demonstrate effective
understanding of a 2 way
negotiation
No
Pitch cannot be accepted in text
needed to be submitted as voice
note. Also, negotiation video
needed to be summited to
demonstrate effective
understanding of a 2-way
negotiation
Yes
Shared basic stage of their pitch
No
Scope to be more detailed and
specific to highlight elements that
impact the success of a pitch
No
Scope to share a complete pitch
analysis report stating the pros
and cons
 D4 Critically evaluate the No
Scope to highlight the potential
pitch and post-pitch
outcomes to determine outcomes of the pitch in s
potential issues and risk
structured manner
management.

Assessors Additional General feedback and comments: Has good understanding of the negotiation in a
business context and also the stages and steps involved. Scope to be more detailed with good business
examples and share an analytical approach. Also needed to ensure the assignment is submitted on the
requested mode.

Outcomes / Grade descriptors achieved (please Tick)

Outcomes / P1 P2 M1 D1 P3 P4 M2 D2 P5 M3 D3 P6 P7 M4 D4
Grade
Descriptors

Achieved ( X X X X X X X X
(yes) or X (No))

Assessors Name: MS. ANNU CHARIKAR Date Issued : 1st Jun 2017

Assignment
Pitching and Negotiation Skills
By Fouad Ali Ameri

(2- Minute conversation & the 5-minute discussion between the bank representative
& the business owner & legal personal.)
The Negotiation process
The Process is divided into two categories Informal negotiation process & formal
Negotiation process.

Both processes include some form of communication that involved dealing between
two parties. Negotiation is in which people settle differences through discussions &
offers to the opposite parties involved.

In any negotiation, individuals/firms understandably aim to achieve the best possible

outcome for their position. However, the principles of fairness, seeking mutual benefit
and maintaining a relationship are the keys to a successful outcome.

Every time you negotiate, you have to make choices that affect whether you achieve a
successful outcome for your business. To get the best outcomes, you need to
understand the steps involved in the negotiation process.

People negotiate daily, often without considering it a negotiation. Negotiation occurs

in organizations, businesses, non-profits, and within and between governments as well
as in sales and legal proceedings, and in personal situations such as marriage, divorce,
parenting, etc.

Stages of Negotiation
In order to achieve a desirable outcome, it may be useful to follow a structured
approach to negotiation. For example, in a work situation a meeting may need to be
arranged in which all parties involved can come together.
The process of negotiation includes the following stages:
Preparation
Discussion
Clarification of goals
Negotiate towards a Win-Win outcome
Agreement
Implementation of a course of action

Planning the process

No amount of preparation is too much in this complex or high-stakes process. In

approaching the subject of your negotiations:

Set your objectives clearly in your own mind (including your minimum
acceptable outcome, your anticipated outcome and your ideal outcome)
Determine the next step if the negotiation, or a particular outcome, doesnt
appeals to you or your organisation you represent.
Determine your needs, the needs of the other party and the reasons behind them
Listing ranking and value your issues (and then consider concessions you
might make)
Analyse the other party (including their objectives and the information they
need)
Conduct research and consult with colleagues and partners
Rehearse the negotiation.
Have a clear agenda - discussion topics, participants, location and schedule.

Engagement with other parties

Introduce yourself and articulate the agenda. Demonstrate calm confidence.
Propose - make your first offer. The other party will also make proposals. You
should rarely accept their first offer. Evidence suggests that people who take
the first proposal are less satisfied and regret their haste.
Check your understanding of the other partys proposal.
Remember your objectives.
 Discuss concepts and ideas.
Consider appropriate compromises, then make and seek concessions.
Suggest alternative proposals and listen to offered suggestions.
Paraphrase others' suggestions to clarify and acknowledge proposals.
Give and take.

Closing the negotiation

Take a moment to revisit your objectives for the negotiation. Once you feel you are
approaching an outcome that is acceptable to you:

look for closing signals; for example

I. fading counter-arguments
II. tired body language from the other party
III. negotiating positions converging
articulate agreements and concessions already made
I. make 'closing' statements; for example
'That suggestion might work.'
II. 'Right. Where do I sign?'
get agreements in writing as soon as you can
follow up promptly on any commitments you have made.

Negotiate Towards a Win-Win Outcome

This stage focuses on what is termed a 'win-win' outcome where both sides feel they
have gained something positive through the process of negotiation and both sides feel
their point of view has been taken into consideration.

A win-win outcome is usually the best result. Although this may not always be
possible, through negotiation, it should be the ultimate goal.

Suggestions of alternative strategies and compromises need to be considered at this

point. Compromises are often positive alternatives which can often achieve greater
benefit for all concerned compared to holding to the original positions.
Gaining Best deals through negotiation keeping win win deal for parties involved.
The book, Give and Take-by Mr. Adam grant, has had those of us in the leadership
thinking and talking. It has made numerous lists of the years best business books, as
it offers significant, research-based, evidence that disputes many of the influencing
practices that we take to be correct.

Grants work is immensely practical and timely. It cuts to the core of the influencing
skills so many professionals are trying to strengthen in our current virtual, distributed
workforces.

One of the best elements of Grants work involves negotiation. We negotiate for our
jobs and salaries, for promotions and resources, with clients, and in sales. And if
youre in a field like law or investment banking, you negotiate non-stop.
Grant, and his colleague Northwestern University professor Adam Galinsky, are well
worth the read if youre trying to bone up on your own negotiation skills.
Even the best negotiators fall prey to some of the traps that the research indicates
simply does not get the best deal.

Here are the recommended best practices from Grant and Galinsky.

1. Share information.
We often approach negotiation being very guarded and wary of showing our cards.
Yet, while we believe this is a smart approach, it has a negative impact on our
outcomes and inhibits trust. As Grant points out, people tend to be matchers and
follow the norm of reciprocity, responding in kind to how we treat them. If we want
to be trusted, we must first offer it.

2. Rank orders your priorities.

Typically when we negotiate, we know what our key issues are, and we sequence
them. Mr. Grant recommends another approach called rank ordering. His research
shows that you are able to achieve better outcomes by ranking and leaving all the
issues on the table and being transparent about it.

3. Go in knowing your target price and your walkaway terms.

Galinsky calls your walkaway price (or terms) your reservation price. Your target
price is what youre hoping for. Often we go into negotiations with one or the other
or let our partner start the bidding. This puts us at a huge disadvantage.
Its critical to do the research ahead of time here. You need your research to be based
on firm data, as not only will it provide more confidence and power to you, but it also
reduces the chance that youll throw something crazy out there.
4. Make the first offer.
This is one piece of advice that clearly defies conventional wisdom. In negotiations,
information is often equated with power. We believe its best to extract as much as
possible from the other person before tipping our own hand. Grant and his colleague
both agree that the research is clear on this point: people who make first offers get
better terms that are closer to their target price. The reason is the psychological
principle of anchoring. Whatever the first number is on the table, both parties begin to
work around it. It sets the stage. Often we are reluctant to go first because we may be
way off, and disengage the other party.

5. Dont counter too low.

If you arent able to make the first offer, then you need to also protect yourself against
the anchoring effect. Caution: most people go too low, too quickly. Your counter
should be based on the same information you would have used if youd made the first
offer, Galinsky says. You may also want to consider re-anchoring, as Grant puts it.
Let the other person know that their offer is way off, and go back in with a new reset.
It also may be helpful to call out what youre observing to redirect the conversation,

6. Counter offers make both parties more satisfied.

Every buyer wants to feel that they got a good deal; every seller wants to feel as if
they drove a hard bargain. Parties are most satisfied on both fronts if there was some
back and forth. This may come as a surprise if youre someone who abhors
negotiation.

Galinsky even advises that you shouldnt take the first offer, even if it meets your
needs. By going back and asking for concessions you can ensure that you got the best
deal, and increase your partners satisfaction as well.

Tendering a contract
Submitting a tender is common for businesses supplying goods or services to other
businesses or the public sector.

At a basic level you expect to quote for a job or write a letter saying why you should
be given the business.

But more formal tenders often apply to bigger jobs or for supply contracts spread over
time. Public-sector work in particular has specific tendering processes. This applies to
customers ranging from your local government or hospital to a central government
department.
 Even if you don't win the work this time, writing a tender can clarify your aims,
strengths and weaknesses and you can learn for next time by asking for feedback on
your bid. It raises your profile with the customer and helps you learn about customers'
needs.

The following explains how to identify potential contracts, to include in your tender
and to write it for the best chance of success.

Finding out about contracts

Should you bid for a tender?
Find out what the client wants
What to put in your tender
Writing your tender
Tips on editing your tender

FINDING OUT ABOUT CONTRACTS

You can find out about private-sector contracts through:

Building contacts with potential customers
Advertisements
Researching contracts outside your business sector
Following up press and other reports - a company may be expanding or subcontracting
part of a big order
Networking

SHOULD YOU BID FOR A TENDER

Preparing tenders can help you to win big orders, but it can also be time-consuming,
cost money and tie up valuable resources.

Key points to consider prior to the tender preparation;

Get hold of the bid documents and analyse them.

Make sure you can match the technical, skill and experience requirements.

How much will it cost to prepare your bid?

Would the work fit in with your strategy and positioning of your business?

Cost estimation for contract fulfilment.

Affect of contract on other work, staffing and ability to take on other new
business.

FIND OUT WHAT THE CLIENT WANTS

In order to gain a clear understanding of a potential client's requirements, see if you
can arrange a meeting or have a telephone conversation with them, before you start
work on the tender. You should always raise questions by phone or email for
understanding the terms & conditions.

Make sure the client is serious; you can ensure this by requesting customers to sign a
non-disclosure agreement before presenting your tender. But don't forget many clients
genuinely want you to make a creative contribution and provide ideas.

WHAT TO PUT IN YOUR TENDER

Make sure you match the bid specification and answer all the questions.

Summarise your bid and explain why it answers the client's needs. Write this last but
put it at the beginning of your tender.

Crucial rules for your tender document

Focus on the client - talk about their needs and how you can solve their problems.
When you write about yourself, it's to prove you have the skills, experience and
organisation to fulfil the client's requirements.

Help the client by coming up with ideas - from alternative ways of doing things to
how to tackle possible worries about future maintenance and staffing implications.

If the client has provided a qualification document, make sure that you cover
everything in the document.

Value for money and not price alone decides most bids. Bring something to the work
that can't be done by the client or your competitors. Emphasise business benefits,
service improvements, risk reduction, low maintenance, quality, reliability, previous
satisfied customers, lifetime costs, etc. Avoid ignoring fixed costs such as wages for
staff etc.

WRITING YOUR TENDER

Once you've decided to bid, you'll need to decide how you'll manage the bid:

Who gathers information and does research?

Who co-ordinates all the material you need?

Who writes the drafts?

Who checks them?

How will the rest of your firm's work get done?

A good starting point is to make a list of all the questions you would ask if a company
was submitting a tender to provide a product or service to you.

You should also be aware that information from your tender may be disclosed in the
future under the Act respecting access to documents held by public bodies and the
protection of personal information. This gives anyone, including your competitors, the
general right to see information held by public authorities - including the information
in your tender.

Preparation for negotiation through a request for proposal form (RFP)

Request for proposal form (RFP)

A request for proposal (RFP) is a document that solicits proposal, often made
through a bidding process, by an agency or company interested in procurement of
a commodity, service or valuable asset, to potential suppliers to submit business
proposals. It is submitted early in the procurement cycle, either at the preliminary
study, or procurement stage.
An RFP typically involves more than a request for the price. Other requested
information may include basic corporate information and history, financial
information, technical capability, product information such as stock availability and
estimated completion period, and customer references that can be checked to
determine a company's suitability

Preparing for negotiations through a RFP form,

(Example is about a website designing through a web company)

An RFP is the face of your company so its important to compose them well. Good
ones lead to good proposals lead to better working relationships, which leads to better
projects and outcomes.

The Elements of RFP Style

Sending out an RFP is a pretty standard operating procedure: potential clients

determine a rough scope of the job to be done, assess the timeline and budget
available, and reach out to vendors asking them to propose a solution (and themselves)
as the best fit. Theyre usually followed by a question-and-answer period and the more
useful details you can include up front, the less back and forth there'll be with the
vendors later.

Outline for RFP

1. Brief Project Overview

2. Your Organizations Background
 3. Project Goals & Target Audience
4. Sitemap
5. Scope of Work & Deliverables
6. Timeline
7. Technical Requirements
8. Principal Point of Contact
9. Budget
10. Ongoing Support / Retainer
11. Format & Proposal Timeline

1. Brief Project Overview

Organization Introduction and purpose RFP. This part of the RFP is mainly summary
on the project/ deal.

2. Your Organizations Background

Describe your organization, what it does, and what you do. Theres a good chance
weve never heard of you and may not be able to figure that out by visiting your
existing web site. Additionally, this section comprises information on about your
values, Uniqueness of your company.

3. Project Goals & Target Audience

Explain what company plan to accomplish. What are the three most important things
that, if done well, will make the redesign a success in your eyes? Do you know of any
quantitative metrics that will help, such as increased sales or more newsletter
subscribers or better-qualified leads?

4. Sitemap

One of the main reasons people reach out to NMC for a redesign, beyond a dated
visual aesthetic, is that the content is poorly organized or hard to find. As much as the
visual design impacts visitors' perception of your company is the information design,
which in turn reflects how well you've thought through your major site sections and
navigation schema.

The sitemap will help you determine which new content you need to write and what
from the existing site will be migrated. Much of it may be outdated or irrelevant, so
new copy will need to be written.

5. Scope of Work & Deliverables

Heres where you want to provide more detail about the project. Describe all the
services you know that youll be hiring a web team for. For example, with a web
redesign project, you might be paying for:

Project management

Content strategy

Copywriting

Illustration

Information design

Visual design

Search engine optimization

Front-end coding (HTML/CSS, animations)

Back-end coding (CMS, 3rd party APIs, custom software/features)

Custom software or app development

Mobile device optimization

Testing & quality assurance

Paid search placement/advertising

Software training

6. Timeline

You may not know how long something will take to do, but you do have a timeline
you have to accomplish it within. Maybe you have a big trade show coming up and
need the site live by then? Be sure to mention any firm dates beyond the vendor
selection process.

7. Technical Requirements

This is a pretty broad subject but your goal here is to describe what limitations or
requirements you know in advance.
8. Principal Point of Contact

Usually, most writers of the RFP are the ones who will lead the project. If not, or if
there are other team members involved, specify who they are. Have you or they
worked on a similar web project before? Also, do you have final authority for making
decisions or is there a committee that the designs will be presented to?

9. Budget: Assets (Parts) & Service (Labor)

It is a necessasity to include budget, even if its best guess.

If need to specify a range that is also acceptable. Websites are like cars: you can get
good ones anywhere from $5,000 to $500,000. There is no price point for which you
cannot find a tinkering undergraduate freelancer to put something together for you.
Meanwhile, professional agencies will do professional work and the proposal will let
you know the difference.

Finally, if you have a separate budget for assets like photographs, illustrations,
software licenses, services, etc., be sure to include it. These dont often end up being a
substantial part of the overall cost but they can eat into the final calculation. To extend
the car metaphor, a mechanic has to buy the new part before installing it, which is
separate from the cost to perform the service.

10. Ongoing Support / Retainer

When the web project is done and launched, what then? Its pretty typical to engage
the vendor in an ongoing retainer agreement for support, training, ongoing
development, or all 3. Websites are ongoing efforts that adapt to new technologies and
use cases or, in the best case scenario, must be scaled to accommodate huge
amounts of traffic! If the post-launch marketing and advertising piece is important to
your project, look for full-service web firms that will not only design and build the site
but also work with you on maximizing its value afterwards.

11. Analytics

How do you plan to track inbound visitors and the success of your content? Youll
want to ask the vendor how best to manage and track these data after the project has
launched. Google Analytics is a popular choice because it's free and works well but
there are other many options that offer additional functionality.

12. Format & Proposal Timeline

Does the proposal need to be submitted in a particular format, such as MS Word or

PDF. Do you require signed & notarized hard copies, Does it need to be single-spaced
with no staples, Is it OK for the vendor to use freelancers or sub-contractors or does
every member of the team need to be full-time, What's the timeline for submitting the
proposals, Typically, there's a deadline for receipt, for selecting semi-finalists, for
scheduling interviews and for final selection. Do the semi-final interviews need to be
in-person or is remote OK. This is all standard fare but it can be easy to overlook.

The Contractual Process & agreements

Contracts include any written agreement, contract, subcontract, binding letters of

intent, memoranda of understanding, memorandum of agreement, lease, deed,
transfer, instrument, assignment, obligation, certificate or other documents.

Step 1: Selecting a Contract

What is a Contract?
An agreement between two or more parties that creates obligations that are
enforceable or otherwise recognized by law. Contracting agencies can be private
industry, government agencies and non-profit organizations.
Which Contract to Use?
Often, the sponsor chooses the agreement type negating your opportunity to choose
an agreement type. However, where possible, it is important to select the
agreement type best suited for your transaction. Standard agreements adequately
protect the university's interests, are written in clear language, countrys law
requirements, expedite the contracting process, and are intended to be fair to all
parties. Contractual transactions entered into using a standard agreement do not
require additional review and approval.

Step 2: The Necessary Information

It is important not to engage in any work without a formal, written agreement
signed by a person authorized to sign.

What documents are needed to complete the

contracting package?
The complete contracting package will include:

Fully-signed Proposal Routing Sheet.

Budget
Payment Schedule
Statement/Scope of work
Word version of the contract with all relevant exhibits and attachments
Additional supporting documents

Step 3: Choosing a Negotiator

Who negotiates an agreement?
The Procurement & Contracting Services (PACS) of the country are responsible
for developing and reviewing agreements between the businesses. All parties work
to ensure accountability, appropriate internal consultations, compliance with
relevant regulations, legislation and policies, and protection of interests and
resources of all parties involved.

The contracting office professionals in Procurement and Contracting Services have

delegated authority to draft, negotiate, and sign contracts on behalf of the parties
involved.

Procurement contracts are defined in general terms as formal agreements with a

business entity to secure specific goods and/or services that are subject to
compliance with procurement policies

Procurement for services

Contractor agreements
Leases of movable property, such as tools, equipment, vehicles, etc.
Leases, deeds, and other conveyances affecting interests in real estates.
Debt instruments and related documents
Maintenance agreements
Software license agreements, and
Promissory notes and other instruments for the payment of money.

Step 4: The Contract Review Process

Who should I contact to get an agreement
reviewed?
The standard routing path for agreements is as follows:

Forward a copy of the agreement and referenced attachments and exhibits to

Procurement & Contracting Services.

If related to a Requisition, Purchase Order, or Request for Bid/Proposal, send via

mail to Procurement & Contracting Services of the country a legal agency
dealing with Law & order approved by the government.
Agreement processing time normally requires three to four weeks. Expedited
processing is available with a processing time of one to two weeks. All processing
times are dependent on the complexity of the agreement

Send only original agreements -- faxed, scanned, or copied signatures are not
accepted usually.
Include all terms & conditions, either on the back of the document or as an
attachment
Include all referenced exhibits, attachments or addendums
It is important to note that contracting reviews agreements only for legal content
and may not be aware of any special terms and conditions. As principal
investigator, you are responsible for correct inclusion of special terms or
conditions

Step 5: Contract Signing

This is basically the part of the process where the parties of the contract meet in
presence of legal agency approved by the government. Reading the terms &
conditions and finally agree to the same by accepting through signature on the
contract binding the two or more parties in the deal.
Task 2

Brief about the Company

Cuisine coffee was established in Abu Dhabi in the month of 2 December 2016. In
the initial stages we were a basic coffee shop. We were not breakeven till the third
month. I being the owner personally never compromised on the taste & quality of
food products in the outlet. Which made people started to comeback.
Our product portfolio revolves around few main products especially in sandwich
section. It revolves around 4 main sandwiches & the rest is developed on those
four categories, it goes the same with the desserts as well.
These offers were & still are super hit amongst our consumers. I see this
opportunity to convey the message that I am certainly interested to grow & expand
the business.
I have hired a business development manager Mr. Chris Williams.
With his expertise I have found a prospective place that we can expand with our
second outlet. I feel confident that we will grow in this opportunity.

Speech between Banking representatives & the Cuisine coffee manager. (A 3

minute meeting conversation which can be presented either in recording as a talk
or a text format )
Business Development Manager is Mr. Chris Williams

Business Development Manager: Good Morning, I am Chris here on behalf of

Cuisine coffee.

Bank Representative: Good day pleasure meeting, Mr. Williams. I am sure you
have found out about our Banks interest in providing finance for running coffee
shop business. We found out about your organisation through social media &
people are really talking about it. More precisely to say the youth of the university
campus where you are located it the most popular destination for hanging out
among them.

Business Development Manager: Thank you sir for proving this opportunity. We
have been in the business for almost 10.5 months. I am glad & excited to inform
you that through hard work & perseverance we have started retaining our
customers. We started with motto sell what you personally would love to buy.
Keeping that in mind we started few offers for students, elderly citizens & group of
five+ visiting our branch, Early birds offer.
Within the third month we started to make a small profit and constantly it is
increasing in monthly comparison reports. We personally sit with the respective
stakeholders in business such as the supervisors & managers to work out the way
to keep growing. The current growth rate have increased the no. of people
employed in the outlet from small no. of 4 to medium size 7 excluding manager &
myself.
There are two reasons for my claim; the place is a government building (chamber
of commerce) where at any given time you visit there are hustle & bustle of people
coming early in morning.
The timings of the place is also of a crucial importance the building opens at 7 in
morning till 12 & then at 4:00 Pm to 8:00 pm.
There is no competition in the building as it is located in the middle of the desert as
the area comprises mostly offices & the rest of the area is developing mainly
commercial area.

We have been growing at a rate of 2.8% to 4.5% monthly growth in sales. Which I
feel is healthy growth.

Bank Representative: I am really pleased to know that you are doing well in the
business and would like to know that if you can share the presentation with me. I
believe that if you can give this to me then perhaps I can process it to the
management of the bank that can actually assist us as to make a better decision as
to what kind of financial assistance can be given from our side.

But before we move on to other things, I would like to ask certain questions
regarding the new premises you have looked out to and the pros & cons of it.
Would you be able to provide me a brief on the same?

Business development Manager: Yes certainly would be able to provide the

information on new premises.
The new premises is basically in the area which in currently developing. I am sure
you are aware Abu- dhabi is developing quit fast as they are trying to catch up with
the status of being a capital of UAE. Having said that, there is a lot of potential in
business environment. People are coming in to work from abroad due to many
benefits tax free salary and luxuries at bay to purchase with large throwaway
income. Due to this government spending has increased making the GDP
tremendously high in purchasing power parity terms (PPP).

We have found that the new premises actually located in a government building
where there is a demand for breakfast & lunch time snack & refreshments.

Bank representative: Have you found about the footfall of people in the
premises?
Business development manager: Oh! Yes. It is mainly a Visa processing Center
with ID registration on of a kind in the area so majority of the population in the
area have to be in this one and only area so there is a huge Rush hour from 9:30 am
onwards all the way into 2:00 pm. And then again for ID registration it is crowded
from 4:30 to 7:00 o clock in evening.

Last but not the least the area is in the middle of the desert where there are all
developments going on so there arent any options available for the competition.
This in turn helps us to retain customers. we will be the first to open such facility
for the people.

Bank representative: Ok. Mr. Williams nice to meet you. I must say your
proposal does sound interesting & more precisely to say promising.
Please I advice you to give me the presentation. I also want to inform you that
there may be a chance to set up your meeting with the senior management and
aside for the presentation do prepare a small brief regarding the premises of that
area mainly pictures, available companies within the 10 km radius from the
location. The type of customers that you believe will be visiting. It can be students
to elderly to business people, executives etc.

Thank you for the wonderful meeting that I had just now.
Negotiation process between Cuisine coffee & the bank representatives.
A lawyer has been hired by Cuisine coffee. The negotiation date was determined
with the consent of all parties. The contractual contents were discussed &
negotiated.
Terms to consider during negotiation
Banks interests:
A share in annual profit (returns)
Bank loan to cuisine coffee up to 65% capital.
A share in management of the company in major company decisions. Share
in the company.
Cuisine coffee interest want an independent business without being in under
control of any organisation in major business decision in areas like business
operation, expansion.
The option the cuisine coffee prefers is mainly a cash injection into the business
with small amount of interest fixed amount.

The video script is given below with bank negotiator and the discussion on the
terms & conditions. (There is a secretary of the lawyer who will be
constructing a contract after the discussions.)

Bank Representative Mr. Sullivan

Lawyer: Mr. James Connell
Business development manager: Mr. Chris Williams
Cuisine Coffee Lawyer: Ms. Janet

Mr. Chris Williams: Good day to all of you.

Mr. Sullivan: Good day Mr. Williams. Nice to meet you again.
Mr. Connell: Good day.

Mr. Williams: I would like to take this opportunity to welcome you all.
I do have briefed Mr. Chris Williams regarding the options that we cuisine coffee
have been thinking.
I have also briefed Mr. Sullivan regarding the same.

Mr. Williams: Thank you Mr. Sullivan. I appreciate that you have liked our ideas
& interest in growing and contribute to the economy of the country.
Mr. Sullivan: Sure, Mr. Williams I have discussed with the senior management.
The requirements that Cuisine coffee expect from our bank & the banks interest.
I have also prepared certain terms that we can discuss with each other basis that,
Ms Janet will make a draft & then it will be finalised.

Mr. Williams: Thank you very much Mr. Sullivan. I would like to know the
banks interest first as I am sure you have the brief that we have discussed
previously regarding the requirements & expectations of cuisine coffee.

Mr. Sullivan: I am certainly will go through the expectations & interest of the
bank in few moments.
The bank is mainly looking for three options,
a) The financing of the new franchise up to 65% of the fund
required to open and operate the business.
b) The stake in business of for the particular franchise for every
major decision relating to the operation of the outlet.
c) Sharing 25% the annual profit of the outlet.
We do think that of course we prefer to have a deal that is beneficial to both the
bank & the business. I would like to know the possible terms that your business
would like to expect.

Mr. Williams: Mr. Sullivan we just have one priority we are looking for bank to
benefit with this deal however we wouldnt like to give the control of the business
in terms of making big decisions. So I am wonderful that you have actually given
us certain condition apart from just being a stakeholder in the business.

There are two options that I would like to stress that may be preferential to our
business, which will be sharing of the profit up to 25% & financing of up to 65%
of the fund required to open and operate the outlet.

We are currently more leaning to finance up to 65% of the finance required to open
up the outlet. My only question is that, will it be possible that if we get a loan
which will be able to finance 70% ? as we are already able to save 30% of the
finance required through personal savings friends & the same time selling of few
assets.
Mr. Sullivan: I am not sure if it is possible but I would like to inform you that the
interest rate will increase upto 3.3% if the figure goes up as it will take longer for
the business to return the capital. It will be also our image on the stake.

Or you have the first option that your business is leaning to, sharing of the profit.
Once the deal is done it will ASAP when the discussion will finish. & finalised.

Mr. Williams: I hope if the Interest rate is not increased would be beneficial to our
organisation as we are a small company and newly established one. Would there be
any other options that you can give us?

Mr. Sullivan: I am afraid these are the only options that I can provide I actually sat
with the management & directors of the respective department to actually decided
the easiest option for the business.

I can suggest you if you go for the option of 65% and better start as a basic
operation and once you start getting money you build on that. As a personal advice
I can suggest you that.

Mr. Williams: I am grateful for the option you have suggested but I would like to
know about the stake in the profit. Should the stake is indefinite? and if I want to
sell of the business what will be the outcome for the bank as a stakeholder ?

Mr. Sullivan: Yes this is a good option too. However, we need to understand that
this option will give an opportunity to be completely independent and whole sole
in charge of the profit only once should you decide only after the period of 4 years
to take complete control only by giving back the exact 65% of the value of the
company at the particular time.

If you do feel that this option is sufficient than perhaps we can take this option as a
perfect option for you.
Mr. Williams: I certainly feel the last option is more than sufficient but getting
complete independent is my Question.
Mr. Sullivan: Chris, I certainly do understand your point but I want to say that
complete takeover can only be done once you keep the current scenario where the
bank is a 25% shareholder of the profit for a minimum of 3 years. After 3rd year
you are able to do at any point of time.
Mr. Williams: Alright, James I think our contract terms is clear?
Mr. Connell: Sure, Chris we have jotted down the points that you are interested in
and will be drafting a small contract that we will be sending you through post
within the end of the current week.

Mr. Williams: Alright thank you very much I will certainly ask my manager to
contact you for further details.

Mr. Sullivan: Alright Chris, James, My secretary will certainly be in contact

further for the terms of conditions.

Thank you very much.

Pitching: it is a process that involves different parties. For example Investors and
businesses of different interests looking at an opportunity. It gives them
opportunity to know the project well in brief within the smallest amount of time.

Example an investor is looking for an investment in a already established company

in a different country. So he/she will prefer to have a small understanding of the
business within the shortest amount of time possible.

This stage they basically want to get the most of the information available about
the business. This also requires the business that is looking for investors to keep it
short & to the point.

As I have given example a short speech in between the bank & the business
development personal of the company Mr. Chris Williams to explain the bank
representative the most about the company within 2 to 3 minute time period. He
got the most of the information about the business & the area in this they are
operating in; this time period actually can make the pitch success full or shy away
the investor.

This is a small discussion mainly leaning towards the business that is looking for
an investment describing the company in front of bank, venture capitalists or
investor. This actually assist the individuals to understand each other determine
whether to take it further or not as it describe the current situation of the business
and the condition of it.

Negotiation process: The negotiation process revolves around the terms and
conditions that are determined after the brief pitch (if successful). This stage comes
after the pitch process. This process consists of the different stages.

Thank you
 Bibiliography

In addition to my own words in certain places of the projects I have included

information from the following links in my project.

https://www.skillsyouneed.com/ips/negotiation.html

https://www.skillsyouneed.com/ips/negotiation.html

https://www.business.qld.gov.au/running-business/marketing-sales/managing-
relationships/negotiating/process

https://en.wikipedia.org/wiki/Request_for_proposal

http://www.newmediacampaigns.com/blog/website-design-request-for-proposal-
template-tips
http://rgw.arizona.edu/administration/negotiation-and-acceptance/contracting-process
https://www.skillsyouneed.com/ips/negotiation.html
https://en.wikipedia.org/wiki/Negotiation
https://www.forbes.com/sites/work-in-progress/2013/12/05/six-surprising-negotiation-
tactics-that-get-you-the-best-deal/2/#4f7bd5fc4576
https://www.forbes.com/sites/work-in-progress/2013/12/05/six-surprising-negotiation-
tactics-that-get-you-the-best-deal/#1383d9595976
http://www.infoentrepreneurs.org/en/guides/tender-for-a-contract/