Case-Study: Price Negotiation Between Amazon and Whole Foods

A Work Project presented as part of the requirements for the Award of a Masters Degree
in International Management from the NOVA – School of Business and Economics.
CASE-STUDY: PRICE NEGOTIATION BETWEEN AMAZON AND WHOLE FOODS
GABRIELLA MARIA CARMEN ROMEO | 4093
A project carried out on the Negotiation course, under the supervision of:
Professor Luís Almeida Costa
dicembre 31, 2018

CASE-STUDY: PRICE NEGOTIATION BETWEEN AMAZON AND WHOLE FOODS 2
Case-study: Price Negotiation between Amazon and Whole Foods
ABSTRACT
This project illustrates the key strategic issues involved in price negotiations and discusses the
main concepts and ideas to analyze such situations. In particular, this report presents a case-
study of a price negotiation to be used in Masters Programs and executive education workshops,
as well as an analysis of the case-study. The case-study is based on a real-life price negotiation
which happened in the context of an acquisition process between a global online retailer (the
acquirer, Amazon.com, renamed Borneo) and a natural and biological certified grocery store
(the target, Whole Foods Market, renamed Fit Veggies). The report is organized as follows: we
start by briefly describing the negotiation between Amazon and Whole Foods. We then present
the case-study, particularly the general and confidential instructions for both parties. Finally,
we conduct a case review introducing the main ideas for analysis of a price negotiation.
Keywords: Price negotiations, Single-issue negotiation; Distributive bargaining; Case-study;
Role-play.
TABLE OF CONTENTS
INTRODUCTION .................................................................................................................... 3
THE REAL CASE .................................................................................................................... 7
CASE-STUDY .......................................................................................................................... 9
General Instructions .......................................................................................................... 10
Confidential Instructions for Fit Veggies ......................................................................... 12
Confidential Instructions for Borneo................................................................................ 14
Additional Information ...................................................................................................... 18
LITERARY REVIEW AND ANALYSIS ............................................................................ 19
Structure of a Price Negotiation ....................................................................................... 19
Negotiation Strategy: The Positioning Battle .................................................................. 21
Determinants of Outcomes in Price Negotiations............................................................ 22
Applying Negotiation Theories ......................................................................................... 23
CONCLUSIONS................................................................................................................. 24
REFERENCES ................................................................................................................... 25
APPENDIXES ........................................................................................................................ 27
ACKNOLWEDGMENTS
I am truly grateful to Professor Luís Almeida Costa, for his constant support and excellence
guidance during the development of the work project. Additionally, my gratitude goes to my
family, without whom this work project would have not been possible. Last but not least, a very
special thanks to Jules for always being there with its precious encouragement and inestimable
help.
INTRODUCTION
Price negotiations occur in everyday life: from buying a house or discussing your
promotion’s future wage up to leveraging millions of dollars in mergers and acquisitions’ deals.
This project analyzes the key strategic issues involved in price negotiations and introduces the
main concepts, tools and methodologies to deal with such situations. In particular, we present
a case-study of a negotiation between a natural grocery store and an e-commerce retailer to be
used in Masters and executive education programs. The presented case-study is a practical
negotiation exercise. In fact, we provide general and confidential instructions to enable students
to role play and to simulate a real negotiating situation. The case-study is based on a real-life
negotiating case, namely the negotiation between Whole Foods Market, renamed as Fit Veggies,
and Amazon.com, renamed as Borneo.com.
The project is organized as follows: right at the beginning, the reader is provided with the
illustration of the real case between Amazon and Whole Foods. Next, the Fit Veggies –
Borneo.com case-study is deployed. Lastly, it follows a literature review which explains the
foundations of superiorly performed price negotiations.
To create the case-study, we used the information retrieved from several reports, and mainly
the Whole Foods Preliminary Proxy Statement provided by the Security and Exchange
Commission (“SEC”), the Amazon and Whole Foods 2016 Annual Reports. We also considered
some key articles from The Financial Times in order to collect opinions and beliefs regarding
the negotiation. Additionally, interviews with managers (whose names we cannot disclose
because of confidentiality) directly from retail and e-commerce industry have been conducted
to enhance understanding of frameworks in this kind of negotiations. Finally, we also conducted
a literature review, to obtain background information on the factors which influence the final
outcome.
The analysis of the case study illustrates that probing for information is a fundamental part
in the preparation phase and during the negotiation. We also discuss a fundamental dimension
of price negotiations: the positioning battle. In such negotiations, the final outcome is largely
determined by to what extent each negotiator is able to anchor the negotiation around the other
side’s limit (or Reservation Price) or, in contrast, lets the other side anchor the discussion
around his/her limit (or Reservation Price). In addition, we emphasize the importance of
carefully managing the negotiation process. This means arguing less and asking more questions,
active listening and managing the interpersonal relationship using the golden rule “soft on
people, taught on issues”.
Context of Negotiations
The typical M&A venture involves two parties: an acquirer (the buyer) and a target (the
seller). There are many reasons behind merger and acquisition ventures. Acquirers could simply
look for beneficial products or services; and quite often human capital is involved. The buyer
targets a team of knowledgeable people to enlarge competences and abilities of its own
company (Cannella & Hambrick, 1993). Additionally, patents and licenses play a special role
in the motifs of M&As (Walsh & Ellwood, 1991). Finally, when the buyer faces a situation in
which some needed assets are difficult to extricate from other unneeded assets, M&As allow
the acquirer to buy only part of the firm (Hennart, 1988). In general, the acquirer is usually a
company that has access to liquidity, funds for developments, and further investments
(Hussinger, 2010). The target is a company that has developed valuable knowledge, products
or services for which is considered as an appraisable resource, up to the point that bigger
companies are willing to pay for it. Obviously, while the acquirer wants to lower the purchase
price, the target wants to increase it.
M&A negotiations are often largely centered on price, thus constituting a very good
example of price negotiations. There are many different dimensions in M&As such as certainty
of value, likelihood of completion, among other dimensions that are quite important. However,
the objective of the case-study is to introduce the discussion of how to deal with single-issue
negotiations and, in particular, price negotiations. For this reason, other plausible and realistic
M&A disputable issues have not been discussed or considered.
Moreover, information asymmetries often play a crucial role, as a result of the reluctance
of parties to be totally transparent throughout the negotiation process (Sebenius, 2001). Finally,
in M&A negotiations, time is typically a very important element, as parties face tight deadlines
imposed by corporate policies, the evolution of stock prices and shareholders’ interests
(Hussinger, 2010).
Parties involved in Negotiation
In this section, we provide a brief description of the two companies involved in the
negotiation, Amazon.com, Inc. (“Amazon”), the acquirer, and Whole Foods Market, Inc.
(“Whole Foods”), the target.
Whole Foods Market, Inc. is an American listed (WFM) corporation whose main operating
segment is natural and organic supermarkets. The main objective of the company is to go
beyond the well-known food retailing commerce and become a pioneer in the “Certified
Organic” food while providing superior performance to consumers, and remaining an active
protagonist in environmental stewardship (Johnston & Szabo, 2011). Financially speaking,
after almost 40 years of profitable activity, Whole Foods started experiencing a steady decline
in stock price and net profits. For this last reason, Whole Foods Market became open to the idea
of being acquired by a company, which would enable it to yield again.
On the other hand, Amazon.com is a Seattle-based e-commerce company (AMZN).
Currently, Amazon is a global “customer-centric” behemoth serving consumers, sellers, and
developers with operations in twenty-two countries. Amazon reached financial flexibility and
evident inclination to inquire further investments opportunities. In the past decade, Amazon has
been focusing on embracing external trends, and thwarting first and secondary competition.
This is similar to the acquisition of a bio and healthy food retail company like Whole Foods
Market, Inc (Johnson & Szabo, 2011). With the acquisition of Whole Foods, Amazon would
obtain the guarantee to have one less competitor in the fast-growing industry of ecological and
sustainable products and, at the same time, acquire its valuable resources.
THE REAL CASE
Before presenting the case-study, we present, in this section, the real negotiating situation.
During the last two years, Whole Foods has been delivering poor performances due to a general
decrease in efficacy and efficiency. As a result of it, at the beginning of the spring, Whole Foods
started being pressured by JANA Partners (“JANA”), the activist hedge fund who acquired
almost 9% of the Company’s outstanding common stock. JANA main concerns focused on the
composition of the Board of Directors and the general management style of the Administration.
In the light of the JANA activism, four different private equity firms started sending separate
inquiries to Whole Foods. In addition, two not-known “Company X” from the retail industry
expressed the interest in creating a partnership. In the same week, Whole Foods’ CEO, Mr.
Mackey, and Mr. Meyer, the Executive Vice President of Operations, put another possibility
on the table that, since then, has not been considered: Amazon.com. Recent media reports
suggested that Amazon.com would have been interested in acquiring the company to increase
its growth opportunities in the retail sector. Even though no previous encounter happened
between Amazon and Whole Foods, the idea of being targeted by the online behemoth clearly
resonated into the ears of the Whole Foods’ higher-level management.
Meanwhile, JANA pressure did not cease. In fact, only after a month from the beginning of
the tension between JANA and Whole Foods, the hedge fund sent a harsh letter pointing out the
deficiencies of the company, and calling for immediate action. After careful deliberations, Mr.
Mackey decided to invite JANA for a personal meeting, with the hope of persuading them to be
more patient. The meeting did not turn out as planned as the hedge fund activism got even more
ardent. JANA strongly asserted that the poor past results achieved by Whole Foods were
attributed to the management style of the Executive Officers. Because of it, it enquired Whole
Foods to make significant changes in the Board of Directors. In other terms, Mr. Mackey’s
CEO position at Whole Foods was at stake.
Mr. Mackey had to immediately find a better alternative to prevent a scenario in which he
and his team would have been literally dismissed from their own company. The Whole Foods’
Board of Directors believed that a meeting with Amazon.com would have better clarified their
eventual additional opportunities. Therefore, without hesitation, on a Sunday afternoon of late
spring, Mr. Mackey and other top Executives met with Mr. Benzos, Amazon’s CEO and other
Amazon.com representatives to discuss the actual Amazon interest in acquiring Whole Foods
(all this neither raising any financial parties’ evaluation nor assessing quantitative transactions).
As a proof of real commitment, just a week later, Top Executives from Amazon.com met again
in Austin, Texas at Whole Foods headquarter.
Until the end of May, Whole Foods continued in evaluating several options: from
negotiating with Amazon, to consider additional Private Investment in Public Equity (PIPE),
M&As and the two Company X initial interest in partnering with Whole Foods. However, Whole
Foods continued violating the stringent requests of JANA. Because of this, the latter company
started sending mails, letters and calls. At this point, Mr. Mackey could not ignore the escalation
of conflict and the tension coming out of the situation: he had to make a choice.
At the end of May, Amazon.com sent the first official offer for an acquisition: US$41.00
per share of the Whole Foods’ common stock. There is need to point out two major points. First,
in the letter proposal, Amazon emphasized the importance of the deal since Whole Foods was a
strategic investment. Secondly, the e-commerce global company vigorously demanded secrecy
during the negotiations. The agreement was that disclosure of any information to the public
would lead to termination of the agreement. In fact, two days later a consultant involved in the
negotiation directly called the CFO from Whole Foods to reiterate that confidentiality was
mandatory and that Amazon was not interested in a multiparty bidding war. After several
discussions and researches, Whole Foods decided to pursue its effort in the negotiation with
Amazon. In this way, Whole Foods not only would have high return, but also JANA pressure
would have finally stopped.
Whole Foods sent a counter-proposal at a higher price: US$ 45.00 per share. An Amazon’s
consultant said that: “as the last stretch Amazon.com was willing to offer US$42.00 per share
but stressed several times that this was Amazon.com’s best and final offer” (SEC, 2017). On
top of that, Amazon insisted on the fact that Whole Foods should not have considered other
potential bidders while the negotiations were still ongoing. For the ensuing two weeks, both
companies unostentatiously kept performing their researches and making their considerations,
until in the middle of June when Whole Foods communicated its approval to the deal with the
e-commerce bidder: Amazon would acquire Whole Foods for US$42.00 per share - 13.7 billion
US$ including debt.
CASE-STUDY
In this section, we present the general and confidential instructions of the case-study. A
crucial ingredient of the negotiation exercise is that both parties lack some important
information about the negotiation context and, in particular, about the other side’s situation.
Participants are allowed, before and during the negotiation, to ask for clarification and other
specific questions with the objective of obtaining additional information. Students may use
these questions to get a better understanding of the negotiation context.
The negotiation process is as important as its outcome. Both participants highly benefit
from a process that is held in appropriately and constructively. In fact, it is crucial to build a
long-lasting and trustful relationship with the other side (regardless of the fact that we deal with
one shot or a repeated set of negotiations). A positive negotiation process guarantees no
resentment and the feeling of a fair outcome for both sides. Because of this, students will be
evaluated both on their negotiated outcomes and their negotiating process. In order to do so,
students will be asked questions about the process of the negotiation. The negotiation process
questions will be included in the confidential instructions (Appendix 1).

In the section of confidential instructions, minor changes are made: Silvia’s Market and the
other companies mentioned are fictitious. This happens because everything is set to create a
story and to guide the player through it.
General Instructions
This negotiation is about the possibility of sealing an acquisition deal between Fit Veggies
and Borneo.com, in which Borneo.com is the buyer and Fit Veggies the seller. Fit Veggies
believed that a personal meeting with Borneo.com would better clarify their eventual additional
opportunities. Therefore, it has been agreed to meet face to face.
Organic and Natural Goods Retailer – Fit Veggies
Fit Veggies calls himself the “American Healthiest Grocery Store”. Founded more than 30
years ago, it was the first American supermarket chain to fully develop itself around the concept
of selling organic and biological products. From Austin, then Houston, Dallas and slowly
reaching every top city in the US and UK, Fit Veggies was able to build a strong brand
recognition based on its core values of natural, organic, and high-quality goods sold. Three
years ago, Fit Veggies became the first national “Certified Organic” grocer and still today it is
the only national supermarket with all stores and departments certified. Fit Veggies is ranked
among the Top 100 retail chains in the world, in terms of annual revenue.
Giant E-Commerce – Borneo.com
Borneo aims to be “Earth’s most customer-centric company”. It engages in the supply of
online retail shopping services, even though the company’s spectrum of interests is getting
wider day after day. Two years ago, Borneo became the world’s eighth-largest retail company.
According to Borneo’s strategy, it is necessary to quickly embrace powerful trends. The
continuous research for upcoming trends and the relevance given to the high speed of every
operation are the reasons why Borneo.com got global success. Because of these core values, in
the latest Borneo’s Annual Report, it is stated: “valuations supporting our acquisitions and
strategic investments could change rapidly given the current global economic climate”. At the
time of the negotiation, the principal sources of liquidity of Borneo are at fair value of 26.0
billion US$.
Industry Overview
An estimated two-thirds of the U.S. Gross Domestic Product (GDP) comes from retail
consumption. This involves 13 major types of retailing business, in which only the Food &
Beverage segment reaches the 13% of the total sales generated annually in the U.S. retail
industry. Lately, the Industry reported an increase in sales of 2%, reaching 649.1 billion US$
of national expenses (Chieng, 2017). Finally, researches show that organic and natural products
saw an increase of 9% in sales overall retail channels. Experts suggest that the whole retail
industry faces several big challenges due to the speed of e-commerce advancement and the
large primary and secondary competition that stores face (Chieng, 2017). Nonetheless,
Millennials are the driving force of the new trend of 0 km process, organic and
vegetarian/vegan, which has seen an increase of sales up to 107.9 billion US$ this year
(Rowland, 2018).
Tomorrow’s Negotiation
In tomorrow’s negotiation, Borneo.com and Fit Veggies will negotiate the terms of an
eventual acquisition in which Borneo.com represents the buyer and Fit Veggies the seller. It is
important to keep in mind that M&As are commonly known as very stressful business activities
due to the deadlines projected by the trading floors, third parties or intermediaries and pressures
put by internal management and shareholders. Because of the challenges just mentioned, a no-
deal solution is a possible option. However, both players may have a lot to gain with a deal.
Confidential Instructions for Fit Veggies
Fit Veggies is facing a very hard and stressful time. As a result of past poor performances,
the company is facing pressure coming from an activist hedge fund who acquired 8.8% of the
Company’s outstanding common stock. You are Fit Veggie’s CEO and your main concern is
that the activist hedge fund proactively endures changes in the Company’s Board of Directors.
This pressure comes from the Company’s declining financial situation: 1. Net Income Prior Tax
in the last Financial year was equal to 1,009,602 US$, later on it got a huge decline reaching
466,113 US$; 2. Gross profit as a percentage of sales decreased 78 basis points; 3. In the first
quarter of the year, Fit Veggies reported their sixth consecutive quarters of declining sales and
announced that the company would be closing nine stores. As Fit Veggies’ CEO, you feel
incredibly constrained and stressed. Therefore, you are analyzing all the potential solutions and
gaining prospects.
An interesting option would be pursuing a leveraged buy-out or a Private Investment in
Public Equity, in light of the interest shown by a Private Equity firm. The firm offered a share
cash price of 36.00 US$. The price offered is in line with the market value of the Company and
its historical share price with a small premium. Financially speaking, a PIPE (Private
Investment in Public Equity) represents a valuable and relevant agreement because it would
enable Fit Veggies to quickly access equity financing and liquidity. Moreover, PIPEs usually
are the shortcuts of companies in need because of fewer regulatory issues with the Securities
and Exchange Commission (“SEC”). Rather than waiting for several months or longer, the
business normally obtains the required funding in few weeks (two or three). Nevertheless, in
case of pursing this kind of solution, Fit Veggies could face several disadvantages. As a result
of the buyout, shareholders could decide to quickly sell their stock, which would mean a
decrease in the share price of the company. If a large amount of share is sold at lower prices,
the Private Equity firm could start pressurizing Fit Veggies and even claim a majority
ownership of the Company. Overall, the immediate acquisition of equity investments and all
the mentioned advantages equal to evaluation of 2.00 US$ per share premium.
About 10 days ago, the Borneo.com’s CEO contacted you. The call was expected since
recent media reported that Borneo would be interested in acquiring the Company for further
growth opportunities in the retail sector. After several discussions, review analysis, and
scenario comparisons, you decided to pursue Fit Veggies’ effort in meeting Borneo for a
potential agreement. The reasons which sustain this choice are the following:
Attractive value. Even without any actual quantitative offer, it is predictable that Borneo
would guarantee a substantial premium. Borneo confirmation of setting a personal meeting to
discuss a merger is a first clear signal of commitment. Thus, the online retailer surely is going
to offer a superior price, which means profitable gains for Fit Veggies. The point of the
negotiation will be around the maximization of value creation and extraction.
Strategic deal. The continued operation of Fit Veggies on a standalone basis seems to be
less strategic than entering into the merger agreement with Borneo.com. Intense competition
faced in the supermarket & grocery industry, challenges experienced in carrying out
technological enhancements, price reductions and cost optimization, and, the overall
macroeconomic declines leading to the deterioration of sales and prices, are all important
factors that should be considered. What just mentioned induces to conclude that the Borneo’s
financial capacity, technological and knowledge-related resources are crucial elements in order
to jeopardize any kind of risks for the long-term Fit Veggies plan. Furthermore, Borneo just
launched a new service called BorneoFresh which seems to fit perfectly with what Fit Veggies
already developed: a local-based fresh-goods delivery system. For this reason, you believe that
the knowledge and expertise you got during the last years in distributing novel products could
be highly relevant.
Confidential Instructions for Borneo
Borneo has seen a constant rise in sales, net income and free cash flows with the applause
of financial experts, global common stocks and shareholders. Regardless of the outstanding
results achieved during the last decade, Borneo knows that every decision regarding the retail
industry is critical and pivotal. Six months ago, you became the CEO of Borneo and since then
your only concern has been Borneo’s strategic growth. After months of research, meetings and
consultations, you finally decided that the time to enter the fresh and natural grocery store
market has come. You know that purchasing the right supermarket chain will significantly
affect the future of U.S. groceries stores and entire supermarket industry. In fact, this is part of
what Borneo develops constantly as one of the main sides of its operational and growth
strategies: acquiring and merging developing and potentially profitable companies.
You ran a Comparable Company Analysis as part of the valuation process to estimate your
best alternatives. The comparison considers the financial information of the selected
companies, the price you will eventually offer and finally the synergies you share. You ended
up with two very different yet discussable options: Fit Veggies and Silvia’s Market.
Silvia’s Market is a generalist retailer company, more specifically, a supermarket chain
which operates solely in the US. Its strategy focuses on the average American family, aiming
to become the best supermarket that a middle-class family would trust. For this reason, Silvia’s
Market model is based on a balanced price-quality ratio: relatively high-quality food for a
reasonable price. For the already big reach won by the company and the long-term tactical
scheme, Silvia’s Market competes to become the next strategic Borneo’s acquisition. After
some calculations, you estimated the Silvia’s Market’s share market value for an acquisition
deal is 46.00 US$.
However, when you looked at the potential synergies between the two companies, you
started having some doubts. In fact, Silvia’s Market’s mission seems to be very far away from
what is a core Borneo’s value: innovation. The whole company structure and administration is
indeed very conservative and not ready to be adaptable to changes. As the CEO of one of the
most dynamic and fast-moving companies in the world, you are afraid that this could
compromise the entire M&A’s outcome.
Furthermore, four months ago Borneo launched a new service for an overall expense of 2
million US$: BorneoFresh. It is a system that delivers fresh grocery products, including fruits,
vegetables, and herbs to the buyer’s address. Considering the money invested and your
expectations towards the BorneoFresh delivery service, the acquisition you are planning to do
needs to be necessarily supportive to BorneoFresh. Having said this, you believe that Silvia’s
Market could be the wrong choice. In fact, the company has very little variety of fresh fruits
and vegetables and the majority of its suppliers for other products is not US based (in other
terms, the freshness of the goods is significantly lower). Finally, as a result of the strong belief
in word of mouth marketing, Silvia’s Market only online activity so far has been Google
AdWords and similar, with no intention of getting deeper into the online and internet-based kind
of business. The level of strategic and operational divorce makes you reluctant in pursuing your
M&A effort towards Silvia’s Market. To conclude, the overall estimated advantages in
acquiring Silvia’s Market equal to an evaluation of 2.00 US$ per share premium in the
Borneo.com’s future share price.
Your second option and most attractive one is Fit Veggies. You highly evaluate the
synergies between Borneo, BorneoFresh and Fit Veggies and this is the reason why you called
to schedule a meeting with the company’s CEO to discuss a potential M&A agreement. More
specifically, you listed all the components and synergies that make you believe Fit Veggies to
be the best option available:
Food Delivery Service. This point and the one that follows are mostly related to the strategic
intents of Borneo. In fact, Borneo understands that convenience, for American (and
international) consumers, is one of the forces driving everyday purchases. Additionally, there
is the undeniable increase in online delivery food sales. Two years ago, Americans spent US$30
billion (4 of them exclusively by online delivery platforms). Last year, Statista found out that
the 10% of Americans use delivery services at least once a week and that around 48% of diners
stated that “they enjoy using food delivery services very much or quite a lot”. This is the reason
why Borneo invested in its own online grocery business BorneoFresh. The retail company
expansionistic visions perceive the acquisition of Fit Veggies as the final and decisive step into
the door of fresh, natural and organic food in the online delivery industry. The grocery company
has indeed much more experience and expertise than Borneo in the delivery of fresh goods. Fit
Veggies developed several local fresh delivery systems several years ago from which it acquired
a very high and estimable level of knowledge.
Distribution Hub. In one of the meeting with your consultant company, you were also
informed of an important aspect: urban real estate. Last year, Fit Veggies could praise 456
stores: 436 stores in 42 U.S. states and the District of Columbia; 11 stores in Canada; and 9
stores in the U.K. Moreover, 21 Fit Veggies’ leased properties and adjacent spaces are not being
utilized in current operations and its main use is being postponed by the natural grocery
company. Overall, property and equipment totaled 3.442 million US$. Borneo extreme growth
also needs physical retail presence or more distribution hubs.
Financial Resources and Returns. Borneo.com subscribes counts on more than half of
American households with income over 100.000 US$, and they spend more than 1.000 US$ a
year in using it. Wealthy families regularly spend 500 US$ a month at Fit Veggies, which means
that Borneo could expect its richest customers to spend thousands of dollars a year through
Borneo. Borneo’s penetration of the affluent natural-focused market will undeniably grow with
the acquisition of the most recognized organic brand in the US.
One core aspect of Borneo’s strategy is the High-Velocity Decision Making. “The senior
team at Borneo is determined to keep out decision-making velocity high. Speed matters in
business” you wrote to Borneo’s shareholders in the last letter you sent them. For this reason,
you recommend the decisional strategy of “Disagree and Commit”. Indeed, most negotiators
face an internal battle regarding what to offer, what is reasonable to accept and what are your
real interests in the negotiation. In this process, you want people to think hard and fast. You
know that time is important in negotiations, and that period you take to make decisions is
crucial.
Additionally, the alternatives of Fit Veggies (if any), are unclear, but in spite of that, Borneo
has to be the only focus of attention of the grocery opponent. Fit Veggies clearly needs to
receive the message that the e-commerce giant is not in a position to get into a long bidding
war. Fit Veggies has to be exclusively interested in Borneo proposal or else Borneo would turn
its interests to other opportunities in the retail sector. The threat works because it is credible:
Borneo has the capability to inflict real damage to the opponent by resigning, it has the incentive
to carry out the threat because of the various options in acquiring other retail companies and,
lastly, it is a realistic and plausible promise to cease the threats if Fit Veggies would collaborate.
Finally, you vigorously demand secrecy during the negotiations. Leaking any information
to the public would force you, as CEO of Borneo, to immediately terminate the discussion on
the agreement. In competitive bidding situations, total secrecy and information control is vital.
Information asymmetries, the leak of confidentiality and inconsistent concealment behavior
mean disastrous outcomes regarding deals and agreements. In fact, Borneo needs to ensure
stability in share prices: the company has to avoid any kind of speculation to make the
negotiation faster and more efficient. Borneo has always been a Master of secrecy and during
all the past mergers this has been one of the company’s major strategies. With non-disclosure,
Borneo guaranteed steadiness, speed, and information symmetries among the covenants.
Additional Information
Both before and during the negotiation, students are allowed to ask, not only clarifying
questions, but also questions to obtain additional information – information that they consider
relevant for the negotiation, but that is not contemplated in their general and confidential
instructions. We list below the additional information that students may get by asking the
appropriate questions.
Relevant information that Fit Veggies players may get
Q: What is the maximum price that Borneo is willing to offer?
A: To help Fit Veggies with its final evaluation, external consultants made some forecast about
the Borneo’s bidding range. Considering future synergies, company’s comparisons, and
strategic consequences, they believe Borneo will offer between 44.00 US$ and 48.00 US$.
Q: Does Borneo have other options available?
A: A managing director from a Partner company of yours received the information that Borneo
is also considering a generalist retailer as an alternative acquirable company: Silvia’s Market.
Q: How high would Borneo offer for their other alternative?
A: Your Account Manager gave you a report about Comparable Companies’ relevant data.
More specifically, you know that the historical share price of Krogy.com, Publima, The Fresh
and Flower Markets are the following: 31.00 US$, 83.00 US$, 28.00 US$, and 64.70 US$. All
of the share price just mentioned have the 89% probability to remain constant.
Relevant information that Fit Veggies players may get
Q: What is the historical Fit Veggies share price?
A: After you asked your Account Manager to do some research, you know that the historical
Fit Veggies share price lies between 33.00 US$ and 37.00 US$.
Q: Is any other party interesting in acquiring Fit Veggies?

A: There have been rumors of a Private Equity firm showing interest towards the possibility of
acquiring Fit Veggies.
Q: How much is the Private Equity firm willing to offer for Fit Veggies?
A: A journalist got the information from the Fit Veggies Head Account Manager: the company
will offer somewhere between 34.00 US$ and 38.00 US$.
LITERARY REVIEW AND ANALYSIS
In this section, we discuss the key strategic issues involved in price negotiation and present
the main concepts and tools to study them. The section is organized as follows: we start by
introducing the structure of a price negotiation. We then present a key strategic dimension of
price negotiations, namely the positioning battle. Next, we argue that the outcome of a
negotiation is largely determined by a process of convergence of expectations. Finally, we apply
these ideas to the analysis of the presented role play negotiation case-study.
Structure of a Price Negotiation
Price negotiations constitute a very common type of single-issue negotiations. In fact, when
there is only one issue on the table, it is often price. In single-issue negotiations, the main
dimension is the distributive dimension. For one site to get more, the other side has to get less.
Because of this tension between players, the negotiation process is often very difficult: the gain
of one party is the loss of the other party. The purpose of the “haggling problem of the bazaar”
(Raiffa, 2002-p.126) is to appoint a price that is acceptable to both parties. In this kind of
negotiations, it is very painful and troublesome to maintain a constructive climate, due to the
logic behind the confrontation. When only the price per se rules the bargaining game, it is
always quite easy to understand who gains and who is not. As Raiffa puts it: “Distributive
negotiation is about getting a bigger piece [of the pie] for oneself” (Raiffa, 2002-p.97).
The graph below shows the structural elements of a typical price negotiation:
ZONE OF POTENTIAL
AGREEMENT (ZOPA)
Seller’s Buyer’s
Surplus Surplus
RPs RPb
(Seller’s Reservation Price) (Buyer’s Reservation Price)
X
(Final Contract)
To explain the above depicted graph, we are going to refer mainly to the chapter Distributive
Negotiations: The Basic Problem, of Raiffa (2002). There are four key concepts that need to be
highlighted:
The BATNA. In the III Section of Getting Yes: Negotiating Agreement without Giving In,
Fisher, Roger and Ury (2011) introduce the concept of the Best Alternative to a Negotiated
Agreement (BATNA). This represents the ability to identify the optimal backup plan in case
the negotiation starts to wobble out of control. The usefulness of having a clear and determined
BATNA is reiterated by Sebenius, who states: “Many people associate the ability to inflict or
withstand damage with bargaining power, but your willingness to walk away to an apparently
good BATNA is often more important” (Sebenius, 2001-p.94). Knowing your own BATNA is
crucial: it gives you a greater power.
The Reservation Price. Both side’s walk away price is also called Reservation Price (RP).
In assessing our walk away price, scrutiny and rational should be the only instruments used
when trying to establish our RP. Moreover, an undeniably essential part of our negotiation
search is about the uncertainty regarding our opponent’s RP. In fact, it would be almost
impossible to determine accuracy about the other side’s RP. Therefore, we have to estimate a
“Fuzzy Range”. This is the area in which we believe our opponent’s RP lies.
The ZOPA. The Zone of Potential Agreement (ZOPA) is simply the bargaining range
defined by the Reservation Prices of both parties. In other words, the bargaining zone is the
space between the Buyer’s Reservation Price (RPb) and the Seller’s Reservation Price (RPs)
that is the zone of potential agreement. If RPb > RPs, then a Positive ZOPA exists. On the
contrary, if RPb < RPs, there is no room for reaching an agreement. The negotiating problem is
about how the negotiators should divide the ZOPA between the two of them.
The Surplus. By agreeing on a price P, the negotiating problem is solved, and it defines the
Surplus of each party. Indeed, Surplusb = RPb - P and Surpluss = P - RPb.
Negotiation Strategy: The Positioning Battle
The outcome in the price negotiation is largely determined by whether a given party is able
to anchor the negotiation around the other side’s RP or, in contrast, whether it lets the other side
anchor the negotiation around its RP. This is the positioning battle. Negotiators should “watch
and interpret each other’s behavior”, which entails focusing on the opponent (Schelling, 1960a-
p.22). In fact, the commonest mistake for a negotiator is keeping the focus on its own RP, rather
than the opponent’s. Strategically speaking, to gain a higher surplus, the positioning battle
needs anchor the dispute around the other side’s RP. The closer we get to the opponent’s walk
away price, the bigger our outcome is going to be (as it is shown in the previous section’s
graph). This is the mindset of a successful negotiator: approaching the negotiation from the
other side’s perspective. Thus, understanding and successively embracing the other side’s point
of view is a fundamental part of a successful negotiation strategy.
In order to be able to properly anchor the discussion around the opponent’s RP, the main
negotiation task is to probe for additional information. The three-pillar strategy Ask, Listen and
Probe (Fortgang, Lax and Sebenius, 2003-p.76) embeds the high relevancy of capturing
information about the other side’s interests and expectations during the negotiation.
Additionally, negotiators should gather information while preparing for the negotiation. In fact,
preparation is one, if not the most, important ingredient of the recipe.

Determinants of Outcomes in Price Negotiations
According to Thomas Schelling (1960a, 1960b), the final outcome in a negotiation is
fundamentally determined, not by arguments, but by a process of convergence of expectations.
The final outcome is the point where expectations converge: both parties accept it because
neither expects the other side to retreat. For example, a seller will only accept to sell a car for
12.000 Euros if he/she is convinced (has the expectation) that the buyer would not accept to
pay a higher price. If the seller believes that the buyer would be willing to pay, for instance,
18.000 Euros, he/she will not accept a final price of 12.000 Euros and will think: “There is still
room to go!”. Similarly, the buyer will only accept to pay 12.000 Euros if he/she is convinced
that the seller would not accept to sell for less. Once both parties believe it is not possible to
keep haggling, the negotiation ceases: “these infinitely reflexive expectations must somehow
converge on a single point, at which each expects the other not to expect to be expected to
retreat” (Schelling, 1960b-p.70).
Another important dimension of a negotiation is how to manage the interpersonal
relationship. Not only transactions are important: well-built human relationships play a crucial
role and represent a predominant part of the negotiating deal (Sebenius, 2001). As a result of it,
also how the negotiation process is held is paramount. As Laubert and Geiger put it: “The
majority of handling strategies for complex negotiation issues can be subsumed as negotiation
process management” (Laubert and Geiger, 2018-p.30).
Finally, a crucial determinant of outcomes in price negotiation is the following: “words are
cheap and money talks” (Goldwich, 2010-p.87). Often happens that negotiators try to persuade
the opponent through arguments. Nonetheless, excessive argumentation does not convince, and
it does not allow active listening. According to Schelling (1960) arguments do not convince the
opponent, on the contrary they irritate. Additionally, excessive argumentation could reveal
important information that can advantage the counterpart (Sebenius, 2001). The words of Max
Bazerman and Margaret Neale (1993) hold together the crucial issues just explained:
Often executives anchor on their initial understanding without taking advantage
of the additional information that can emerge over the course of the negotiation. If
you are too committed to persuading your opponent to concede, you will miss the
important information you can glean from their verbal, and nonverbal, responses.
Thus, you need to constantly update your information base, think about the other
side’s decisions, and formulate your negotiation strategy dynamically.
Bazerman, Max H. and Neale, Margaret Ann, Negotiating Rationally, p. 88.
Applying Negotiation Theories
In this section, we apply these concepts and ideas to the analysis of the case-study and of
the real situation behind it.
In the Fit Veggies – Borneo price negotiation, the limits of the offering price for each party
are well explained. In fact, both parties can compute their RP. Secondly, as a result, parties will
typically have the tendency to approach the negotiation from their perspective. Smart students
will approach the negotiation from the other side perspective, they who will be able to get the
right information and will win the positioning battle. In fact, the players still have to probe for
information in order to understand the other side’s walk away price. What is missing is the
other side’s information about their RP. In other words, with solely the given facts, each party
fails to depict the so called ZOPA, because of the forgetfulness of the opponent’s walk away
price.
The real negotiating situation illustrates the typical dynamics of the positioning battle. When
Amazon.com first bid, it evaluated the Whole Foods’ share fairly above its historical trading
stock value (US$35.00 per share). At first glance, it could seem that Amazon.com overbid and
that their information regarding the other side was incorrect. However, the calculations Amazon
made were totally in line with the prospect of growth of Whole Foods, in case of acquisition.
Moreover, the accuracy in retrieving information and not dispersing it are two fundamentals of
Amazon’s negotiation strategies. On the other hand, Whole Foods outrageous counter offer
(US$45.00) was an attempt to hold onto the financial resources of the behemoth online retailer
(in other terms, trying to anchor the discussion to the other side).
The final outcome illustrates that in a negotiation the result is largely determined by a process
of convergence of expectations. Indeed, when Amazon offered for US$42.00, Whole Foods
expected Amazon not to be willing to haggle for a higher price; at the same time, Amazon
expected Whole Foods to accept, due to the highly profitable offer. The expectations of each
party converged on focal point that seemed reasonable and advantageous for both sides.
Identically, if Fit Veggies – Borneo parties reach an agreement, this means that each player
is confident about the uselessness of keep negotiating because of the merge in expectations.
Furthermore, a profitable outcome will depend also on how contestants deal and discuss during
the negotiation process. Certainly, being active listeners, open to discuss the issue and not
identifying the people with the problem is crucial. This is proven in the real case Amazon –
Whole Food. Both parties showed authentic interest, while being kind to people. The meeting
in Amazon HQ lasted 2-5 hours and Mr. Mackey, Whole Foods’ CEO, later on, said it was “love
at first sight” (Morrell, 2017). During the Fit Veggies – Borneo negotiation, the players that
will demonstrate high professionalism and competency, are the ones that will have the ability
to build a trustful atmosphere and a resourceful collaboration.
The Amazon – Whole Food is the perfect example of how theory can be applied in reality
and the Fit Veggies – Borneo case-study tries to emulate the real case dynamics, while giving
the change of learning and implementing the best price negotiation’s strategies.
CONCLUSIONS
In conclusion, strategically speaking, the final outcome is determined by the convergence of
expectations, the positioning battle (anchoring the discussion on the other side’s RP) and
importance of information.
The primary finding is that without sufficient information, it is almost impossible to create
and claim value. Specifically, parties must make an effort to retrieve data regarding both sides
(its own and the opponent’s one), quantify and evaluate the outcome of each possible solution.
Secondly, a wiser negotiator will try to anchor the positioning battle around the opponent’s
RP. It is crucial to consider the other side perspective and to take action focusing on the other’s
side situation rather than our own. It will help negotiators in obtaining information and interests
about the other side, while building trust and, consequently, a resourceful negotiation process
management.
Lastly, the final outcome will be reached when parties’ expectations converge. Indeed, each
side has to be fully convinced of the fact that it is useless to retreat. In that moment, the
negotiation will end.
REFERENCES
Amazon.com, Inc (2016). Annual Report 2016. Retrieved from

http://www.annualreports.com/HostedData/AnnualReportArchive/a/NASDAQ_AMZ
N_2016.pdf
Bazerman, M. H., & Neale, M. A. (1993). Negotiating rationally. Simon and Schuster.
Retrieved from http://books.google.com/books?id=QeP0yYz1h2AC&pgis=1
Cannella Jr, A. A., & Hambrick, D. C. (1993). Effects of executive departures on the
performance of acquired firms. Strategic Management Journal, 14(S1), 137-152.
Chieng, A. (2017). The Biggest Organic Foods Retailers? Not the Pioneers. Warehouse retailers
pick up sales. Marketer.com. Retrieved from
https://retail.emarketer.com/article/biggest-organic-foods-retailers-not-natural-food-
pioneers/59bc1a0bebd4000a7823ab13
Fisher, R., Ury, W. L., & Patton, B. (2011). Getting to yes: Negotiating agreement without
giving in. New York: Penguin Books.
Fortgang, R. S., Lax, D. A., & Sebenius, J. K. (2003). Negotiating the spirit of the deal. Harvard
Business Review, 81(2), 66-79.
Goldwich, D. (2010). Win-win negotiations – developing the mindset, skills and behaviours of
win-win negotiators. Singapore: Marshall Cavendish International Asia Pte.
Hennart, J. F. (1988). A transaction costs theory of equity joint ventures. Strategic

Management Journal. 9(4), 361-374.
Hussinger, K. (2010). On the importance of technological relatedness: SMEs versus large

acquisition targets. Technovation, 30(1), 57-64.
Johnston, J., & Szabo, M. (2011). Reflexivity and the Whole Foods Market consumer: the lived
experience of shopping for change. Agriculture and Human Values, 28(3), 303-319.
Laubert, C., & Geiger, I. (2018): Disentangling complexity: how negotiators identify and
handle issue-based complexity in business-to-business negotiation. Journal of Business
Economics, 1-43. Retrieved from http://doi.org/10.1007/s11573-018-0896-6
Morrell, A. (July 7, 2017). 7 potential bidders, a call to Amazon, and an ultimatum: How the
Whole Foods deal went down. Business Insider. Retrieved from
http://www.businessinsider.com/amazon-tough-negotiations-how-the-whole-foods-
deal-went-down-2017-7): 313-339.
Raiffa, H. (2002). Negotiation Analysis: The Science and Art of Collaborative Decision
Making. MA: Harvard University Press, Cambridge.
Rowland, P. (March 23, 2018). Millennials Are Driving The Worldwide Shift Away From Meat.
Forbes. Retrieved from
https://www.forbes.com/sites/michaelpellmanrowland/2018/03/23/millennials-move-
away-from-meat/#2c3e674aa4a4
Schelling, T. (1960a). “An Essay on Bargaining” in The Strategy of Conflict. Harvard

University Press, Cambridge.
Schelling, T. (1960b). “Bargaining, Communication and Limited War” in The Strategy of

Conflict. Harvard University Press, Cambridge.
Sebenius, J. K. (2001). Six habits of merely effective negotiators. Harvard Business Review,
79(4), 87-97.
SEC. (2017). Retrieved from

https://www.sec.gov/Archives/edgar/data/865436/000157104917006539/t1702003-
prem14a.htm#tTC2
Nicolaou, A., & Fontenella-Khan, J. & Samson, A, & Hook, L. (June 16, 2017). Amazon agrees
to buy Whole Foods for $13.7bn. The Financial Times. Retrieved from
https://www.ft.com/content/bb5a7dae-5296-11e7-a1f2-db19572361bb#
Walsh, J. P., & Ellwood, J. W. (1991). Mergers, acquisitions, and the pruning of managerial
deadwood. Strategic Management Journal, 12(3), 201-217.
Whole Foods Market, Inc (2016). Annual Report 2016. Retrieved from
http://www.annualreports.com/HostedData/AnnualReportArchive/w/NASDAQ_WFM
_2016.pd
APPENDIXES
Appendix 1
Questionnaire
1. How do you evaluate the overall process during the negotiation?
(Miserable) 1 2 3 4 5 6 7 8 9 10 (Excellent)
2. How do you rate the other side’s behavior during the negotiation?
1st Opponent (Name_______________________):
(Obnoxious) 1 2 3 4 5 6 7 8 9 10 (Courteous)
2st Opponent (Name_______________________):
(Obnoxious) 1 2 3 4 5 6 7 8 9 10 (Courteous)
3. Would you feel comfortable to ask the other half to negotiate on your behalf?
1st Opponent (Name_______________________):
(Not at all) 1 2 3 4 5 6 7 8 9 10 (Very much)
2st Opponent (Name_______________________):
(Not at all) 1 2 3 4 5 6 7 8 9 10 (Very much)

Case-Study: Price Negotiation Between Amazon and Whole Foods

Uploaded by

Copyright:

Available Formats

Case-Study: Price Negotiation Between Amazon and Whole Foods

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Case-Study: Price Negotiation Between Amazon and Whole Foods

Uploaded by

Copyright:

Available Formats

A Work Project presented as part of the requirements for the Award of a Masters Degree

in International Management from the NOVA – School of Business and Economics.

CASE-STUDY: PRICE NEGOTIATION BETWEEN AMAZON AND WHOLE FOODS

GABRIELLA MARIA CARMEN ROMEO | 4093

Professor Luís Almeida Costa

dicembre 31, 2018

Case-study: Price Negotiation between Amazon and Whole Foods

Keywords: Price negotiations, Single-issue negotiation; Distributive bargaining; Case-study;

THE REAL CASE .................................................................................................................... 7

General Instructions .......................................................................................................... 10

Confidential Instructions for Fit Veggies ......................................................................... 12

Confidential Instructions for Borneo................................................................................ 14

Additional Information ...................................................................................................... 18

LITERARY REVIEW AND ANALYSIS ............................................................................ 19

Structure of a Price Negotiation ....................................................................................... 19

Negotiation Strategy: The Positioning Battle .................................................................. 21

Determinants of Outcomes in Price Negotiations............................................................ 22

Applying Negotiation Theories ......................................................................................... 23

a case-study of a negotiation between a natural grocery store and an e-commerce retailer to be

and Amazon.com, renamed as Borneo.com.

foundations of superiorly performed price negotiations.

to enhance understanding of frameworks in this kind of negotiations. Finally, we also conducted

people, taught on issues”.

price, the target wants to increase it.

M&A disputable issues have not been discussed or considered.

Parties involved in Negotiation

(“Whole Foods”), the target.

protagonist in environmental stewardship (Johnston & Szabo, 2011). Financially speaking,

of being acquired by a company, which would enable it to yield again.

On the other hand, Amazon.com is a Seattle-based e-commerce company (AMZN).

Currently, Amazon is a global “customer-centric” behemoth serving consumers, sellers, and

THE REAL CASE

resonated into the ears of the Whole Foods’ higher-level management.

CEO position at Whole Foods was at stake.

eventual additional opportunities. Therefore, without hesitation, on a Sunday afternoon of late

in Austin, Texas at Whole Foods headquarter.

would have finally stopped.

US$ including debt.

these questions to get a better understanding of the negotiation context.

one shot or a repeated set of negotiations). A positive negotiation process guarantees no

questions will be included in the confidential instructions (Appendix 1).

story and to guide the player through it.

opportunities. Therefore, it has been agreed to meet face to face.

Organic and Natural Goods Retailer – Fit Veggies

Giant E-Commerce – Borneo.com

Borneo aims to be “Earth’s most customer-centric company”. It engages in the supply of

According to Borneo’s strategy, it is necessary to quickly embrace powerful trends. The

Confidential Instructions for Fit Veggies

An interesting option would be pursuing a leveraged buy-out or a Private Investment in

would guarantee a substantial premium. Borneo confirmation of setting a personal meeting to

negotiation will be around the maximization of value creation and extraction.

Confidential Instructions for Borneo

strategies: acquiring and merging developing and potentially profitable companies.

Silvia’s Market is a generalist retailer company, more specifically, a supermarket chain

deal is 46.00 US$.

compromise the entire M&A’s outcome.

Borneo.com’s future share price.

be the best option available:

a very high and estimable level of knowledge.