If the best alternative to Tom`s deal is to sell the car to a dealership, which would offer him $6,000, then both parties can agree because Tom`s reservation point would be $6,000. In the situation described, the graph would look like this: When balancing these different alternatives to see which one is “best,” community members must consider a large number of factors. Sarah Talley gave some wise advice after creating more wealth for her family business. She did so through her skilful negotiations with Walmart. She commented, “Don`t try to let Walmart become more than 20% of your business.” In our Walmart case study, one of the gems that form is not to become too dependent on a supplier or customer. Addiction reduces your leverage and undermines your BATNA. Let`s look at the scenario in which you have the strongest BATNA. Suppose you know that the other party has to make a deal. You also know that the other side does not have good alternatives to implement. Contracting parties can adapt BATNAs to any situation that requires negotiations, from discussions on wage increases to resolving more complex situations such as mergers. BATNas are essential to negotiation because a party cannot make an informed decision on whether to accept an agreement unless it understands its alternatives. Although a BATNA is not always easy to identify, Harvard researchers have outlined several steps to clarify the process: BATNAs are essential to negotiation, because you cannot make a wise decision whether or not to accept a negotiated agreement, unless you know what your alternatives are.
If you are offered a used car for 7500 $US, but there is a better one at another dealership for $6,500 – the car is your BATNA. Another term for the same thing is your “walking point.” If the seller does not drop their price below $6500, you will walk AWAY and buy the other car. A bargaining power or a negotiating strategy? It is a bit of both — the identification of a negotiator`s BATNA is a necessary ability to develop the best strategies that can be used at the negotiating table. Guy Burgess and Heidi Burgess have slightly adapted the BATNA concept to emphasize what they call “EATNAs” – popular alternatives to a negotiated agreement” instead of “better alternatives.” Although the parties to the dispute do not have good options outside of negotiations, they often think they do. (For example, both sides believe that they can impose themselves in court or in the military struggle, even if some of them are significantly weaker or if the relative forces are so balanced that the outcome is very uncertain.) But the decision whether or not to accept an agreement depends on perception. If a contestant thinks he or she has a better option, she will follow this option very often, even if she is not as good as she thinks. “Don`t put all the eggs in one basket” is an old and proven proverb. For a negotiator, this old intelligent saying shows that at the end of the day, you can have a lazy market if you negotiate with another negotiating team. In fact, you can end up with no deal at all. They must have a strong alternative waiting in the wings to have the power to say “no.” BATNA was developed by negotiators Roger Fisher and William Ury of the Harvard Program on Negotiation (PON) in their series of books on the policy negotiations that began with Getting to YES and which unknowingly duplicate the concept of game theory from a point of disagreement on negotiating problems developed by Nobel laureate John Forbes Nash decades earlier.
  A Nash balance is achieved among a group of players if no player can benefit from a change in strategy, if each other player maintains his current strategy.  For example, Amy and Phil are in Nash Equilibrium, so Amy makes the best decision possible, taking into account Phil`s decision, and Phil makes the best decision he can make taking into account Amy`s decision.