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I think overall the negotiation went well. Unfortunately there were some verbal discussions that were not included in the final contract that enabled Disney to have more sway. I think a lesson for George in this instance is to check the fine print ensure that all important decisions, non-negotiables are included in the contract.

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Disney Showed flexibility by negotiating the control George would have over the franchise. Rather than full control they settled on George being an advisor. They also agreed to consider George’s scripts if they could view the scripts prior to signing over.

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George Lucas' BATNA in the negotiations with Disney was preparing scripts for episodes 7, 8 & 9. Recruiting a new CEO and stepping down to co-chair and recruiting a team that he knew would contribute to the success of his franchise once he sold. That team was employed by Disney.

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In this case the fundamental structure was I think ultimately Integrative. By the time negotiations were finalised both parties were successful with what they were hoping to achieve and gain from selling LucasFilm. Being able to negotiate control of the franchise by George being an Advisor meant that his input was still a consideration whilst Disney maintained the final say on production of the movies. George walked away with 4.05 Billion as well as a stake in the company and his movies produced by Disney made in excess of what was anticipated and were highly successful. For Iger the success of the Star Wars movies well and truly covered his expenses as well as introducing more rides to Disneyland. Overall I would say it was a win-win that benefited both parties.

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Robert Iger demonstrated preparation in negotiations with George by managing intangible factors by taking in to consideration the emotional pull that George would have toward the Star Wars franchise. He listened carefully and gave George the opportunity to speak and take his time in making the decision to sell without being rushed. He also reassured George that he would only look to continue on the legacy of the Star Wars film safeguarding Georges reputation.

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The deal shows that good negotiators do more than focus on price. Building trust, understanding what is important to the other person, and being patient can help create a better outcome. The negotiation highlights the importance of preparation, flexibility, and keeping long term goals in mind while finding a solution that benefits both parties.

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Disney balanced flexibility with a clear focus on its end goal. Iger took the time to understand George Lucas's priorities, including his desire to protect the Star Wars legacy, and adjusted the discussions to address those concerns. He was also willing to wait until Lucas was ready to negotiate rather than rushing the process. Despite this adaptability, Disney remained focused on acquiring Lucasfilm and strengthening its portfolio of major entertainment franchises.

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The fundamental structure of the Disney / Lucasfilm negotiation was primarily an integrative (value-creating) negotiation rather than a purely distributive one.Both parties had interests beyond money. Disney wanted strategic growth through the Star Wars franchise, while Lucas wanted to secure his legacy and the future of his creations. Although the purchase price was negotiated, the deal focused on creating value for both sides through a long-term partnership and shared vision

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Robert Iger showed strong preparation by identifying Lucasfilm as a strategic fit for Disney years before the deal, building a trusted relationship with George Lucas, and understanding Lucas's concerns about protecting the Star Wars legacy. He also waited until Lucas was ready to sell rather than pushing negotiations, demonstrating patience and careful planning.

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Could future negotiators, particularly those with creative inputs, see that an outcome like this might not always end in their favour - creative influence at the start, but perhaps less and less over time, for example?

Could they see that the 'flexibility' that Disney showed was perhaps not that flexible after all; they knew what they were looking for in the negotiation and knew how they could get around particular restrictions in future through the way contracts were written?

Or could negotiators see that George Lucas ended up with a very good deal/outcome by knowing his BATNA?

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Disney showed flexibility in the negotiations by allowing George Lucas the options he was seeking - like ongoing creative input. Ultimately Disney ended up with final decision-making rights and this is something they would have protected strongly in their side of the negotiation and in the outcomes.

Making the deal with George Lucas with cash and stock also meant that if Star Wars in the future did / does well then George would benefit as a shareholder - another example of flexibility.

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George Lucas's BATNA could well have been he could walk away from the Disney negotiation and retain full ownership. And consider other structures for his company which would benefit him, but also allow him to step away/retire. He could have continued to produce fantastic content without Disney's money and heft, but it would likely get harder as he got older.

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The negotiation would likely be seen as integrative. Both sides had a position and both sides spent time to understand each other's position, and be seen to take that into account. By understanding what each other wants, particularly Disney understand George Lucas's interest in retaining some artistic oversight, a fairer outcome could be achieved. Not zero sum - all winning on one side - despite George Lucas feeling it was a bit like this after the fact.

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Iger did his homework. He considered multiple alternatives and could make the case for and against each of those. He had also thought about what he knew about George Lucas and what he understood George would be looking for in a negotiation. The opportunity for a casual meeting with George Lucas began the situation. He was patient (the negotiations took a long time).

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Disney showed flexibility by offering George Lucas a combination of cash and Disney shares and discussing his continued involvement as a creative adviser. However, Disney maintained its core principle that it needed full ownership and final creative control of Lucasfilm and Star Wars. This allowed Disney to make the offer attractive while protecting its long-term business goals.

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The negotiation was mainly integrative because both parties wanted to create an agreement that benefited them. Disney wanted ownership of Lucasfilm and Star Wars, while Lucas wanted financial security and confidence that his legacy would continue.

Lucas’s BATNA was to keep Lucasfilm, continue managing or developing the Star Wars franchise himself, sell it to another company, or postpone the sale until he received a better offer.

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Robert Iger prepared by building a trusting relationship with George Lucas before making an offer. He understood the value of Lucasfilm and the Star Wars franchise, as well as Lucas’s financial and personal interests. Iger also recognised that Lucas cared about the future of Star Wars, not just the purchase price.

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Future negotiators can learn that showing flexibility on creative and relational issues—such as accommodating the other party’s creative wishes by including their ideas in the agreement and offering a consulting role—can help build trust and reach a mutually acceptable deal. At the same time, they should understand that balancing accommodation with core interests allows for successful long-term agreements.

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Disney showed flexibility by agreeing to include Lucas’s script treatments for Episodes VII–IX in the acquisition agreement and offering him a consulting role to respect his creative wishes.

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George Lucas’s BATNA was to keep full ownership of Lucasfilm, implement a succession plan for his CEO role, and continue independently producing and licensing content.

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Collaborative & value-creating: Not zero‑sum or distributive, but integrative, aiming for mutual gains over time.

Requires trust‑building, information sharing, and aligned incentives to support the long‑term partnership.

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It is an interest-based, win‑win, deal‑making negotiation, focused on forward‑looking, long‑term value creation for both parties, rather than a dispute-resolution negotiation over past conflicts or grievances.

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First of all,before they negotiating, Iger spent a lot of time studing Star Wars,both the scripts and characters in the movies, to understand Luca's fill.And then, he tries to build up personal relationship with Lucas by having meals with him. He did show his patience in person and thoughtful consideration in business.

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Key lessons include:

Build trust early and maintain it during the negotiation process —Disney and Lucas’s trust and rapport significantly smoothed the process, emphasising the value of relational groundwork.

Demonstrate value and credibility—Disney showed a track record (Pixar, Marvel) to reassure Lucas of their ability and commitment to steward his creative legacy.

Align structure and strategy— using a deal‑making structure that created long‑term value and minimised friction.

Respect emotional interests—acknowledging Lucas’s creative legacy reduced resistance.

Prepare thoroughly—Iger’s strategic clarity, forecasting and relationship-building exemplify the groundwork that is needed to understand the needs and demands of the other party, as well as the strategic opportunity.

Pay attention to the details of contracts – care must be exercised that the terms adequately capture the core interests of both parties and that there is no reliance on informal agreements for key needs.

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Disney demonstrated flexibility by adopting Lucas’s script treatments for Episodes VII–IX within the acquisition agreement and offering him a consulting role, accommodating his desire for ongoing creative influence. They also structured the deal with a mix of cash and stock, which balanced Lucas’s financial preferences with Disney’s investment discipline. Disney remained firm on its core principle: securing full franchise control to align Star Wars with its long‑term content strategy. Their plan to release new films every two to three years shows they maintained their strategic expansion vision despite accommodating Lucas in other areas.

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Lucas’s BATNA (Best Alternative to a Negotiated Agreement) was most likely to retain full ownership of Lucasfilm, with a succession plan in his role as CEO and to continue producing content independently. He already had a profitable franchise with strong merchandising revenue and full creative control. Lucas had emotional attachment and strong opinions about future stories, revealed in his later dissatisfaction with Disney’s direction. So maintaining independence—continuing to make films or licensing content on his own timeline—was his most viable alternative.

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Interest based win-win negotiation, to create long-term value for both parties. The negotiation was a deal‑making negotiation - a forward‑looking transaction aimed at mutual long‑term value creation rather than resolving past disagreements.

This structure required both sides to build trust, share information and align incentives. Lucas was the sole shareholder, making the negotiation a single‑counterparty, high‑stakes transaction, allowing for quicker decision-making but requiring deep interpersonal engagement to ensure comfort with transferring his life’s work.

Post negotiation, a point of contention emerged, with Disney eventually replacing Lucas’s handpicked screenwriter. This was an informal agreement made with Iger and was not part of the contract terms.

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Robert Iger approached the Lucasfilm negotiations with extensive groundwork on several fronts. Prior to negotiating Iger spent a lot of time studying Star Wars, both the scripts and characters in the movies, to understand Lucasfilm. He developed a personal relationship with George Lucas, investing time in building connection over meals, starting with a lunch where Lucas heard Iger’s question about selling Lucasfilm and responded with “not now, but when I am, I’ll talk with you”. Iger showed patience in his negotiations. He demonstrated Disney’s credibility through the successful Marvel and Pixar acquisitions. Iger also ensured Disney had established a compelling financial and strategic rationale, which demonstrated advanced financial modelling, market forecasting and alignment with Disney’s broader expansion strategy. His preparation included articulating a compelling vision for new Star Wars films and ensuring Lucas felt respected by securing his script treatments for the next trilogy in the deal – Iger knew that creative independence was a key consideration for Lucas.