It looks like we will have a very active and dynamic day which will be our opportunity to apply what we have learned through this course. The simulation materials show that we will have a tough and gentle mock negotiation meeting that is almost real. The materials include all the important details to make it beneficial and practical. Unlike previous exercises, the parties here should be concerned with various issues and factors at the same time, and the lessons learned from this exercise will come from different fields. My team and I will represent Boston Opportunities Worldwide, “BOW.” Our goal is to achieve no more than 10% ANT. We will then try to find a partner who is willing and able to obtain the remaining 10%. I will suggest Nagoya Life Insurance Company “NALI” to my team as the best potential partner. I will do this because NALI's investment management policy is similar to ours. They want separation between owners and managers and let managers do their jobs with little interference from above. NALI has also established itself in the Middle East and Istanbul, which means a safer investment. While EUTEL's ambitions for ANT could cause some problems with ANT's current top management. This could harm and slow down ANT's ability to transform and grow with Turkey. For this reason it would be better to have NALI as a partner rather than EUTEL. However, this does not mean that EUTEL is not an option for us. EUTEL is more familiar with the telecommunications industry than NALI and its history indicates that it could be a very active investment partner. Furthermore, their ambitions for ANT are not expected to cause clashes in the short term, which is the period we plan for, but in the long term. Furthermore, we may include some terms that may prevent us from addressing various public policy concerns such as providing basic telecommunications services to all Turks, regardless of where they live, and providing jobs. . We will try to do this while we are still able to prevent the government from interfering excessively in ANT's long-term strategy. After convincing TAD, we should inform CORA and ANT about what we have done and ask them for their opinions. If they ask us for minor or even major changes that do not exceed our limits, we will make them. I said flexible strategy because we will not have any specific terms or conditions to include except one. Our offer price will depend on the outcome of the meetings, in particular the TAD meeting, and the guarantees we obtain. Our only red line will be a term limiting ANT's ability to spend more than $20 million on any project without BOW's review and consent.