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being paid, and Percy Pyne created the impression that the ground lease owner was unreachable and all negotiations had to be done with him. Listening to Pyne, one would believe that, in fact, he was speaking for the owner. Trump s instinct was that if he wanted to make the deal, he had to get to the owner and talk to him directly, to see whether or not something was being lost in the translation from Percy Pyne. He couldn t believe that a foreign owner of real estate would tolerate this property in its present condition. So he got on a plane and flew to Germany to meet directly with the ground lease owner. There he was able to establish a working relationship of mutual trust that led to successfully negotiating a new ground lease that satisfied both parties. In fact, Trump s relationship with the landowner was so good that while Trump was refurbishing the building (at greater expense than originally planned), Trump asked the owner to waive the rent for a second year. The owner agreed because he was so thrilled with all the work that was going on to make it a first-class building. The waiver saved Trump another $1.5 million in rent. So, by the time Trump had to start paying rent on the ground lease, he had a rental income sufficient to cover all his obligations. As we discussed in 1, successful, long-term real estate investing is always based on building good personal relationships with the key people involved. The 40 Wall Street deal has a lot to teach small real estate investors about negotiation. Following are explanations of five key principles that Trump used to turn around 40 Wall Street, and how you can use them in your real estate transactions.

Relevant s 3, 4

Player s choice (mixed games)

(continued)

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ClientDetails) that provides the realization of all these classes Therefore, it is important to create a component showing the relationship between the component and the classes (through its speci cations) and to make sure that the component provides the right number of well-de ned interfaces that it realizes In a component such as Client, we have an interface that provides the ClientDetails as far as insurance system administration is concerned This interface can provide the name, address and other such administrative details However, the Client component may have another interface that it relies on and that provides the details of the Client component with respect to the Client s past history of insurance policies, renewals and claims Semantically, it is important to check whether a component has suf cient interfaces, the extent to which these interfaces overlap each other and how the component realizes these interfaces.

performance is much more critical to a staffing services firm than, for example, ensuring that the office supplies are always delivered on time. Most professional services firms with sizable spending on vendors should assign an individual (or group of individuals) to take responsibility for managing the vendor relationships, a role that we refer to throughout this chapter as the vendor manager. Topics discussed in this chapter include: How to work effectively with vendors to ensure that the full value of investments in products and services of outside providers can be achieved How to build a mutually beneficial partnership with a vendor The importance of establishing the vendor management function How to take control of vendor relationships How to set thresholds for determining which vendors to focus on The distinction between types of vendor contracts Important steps in establishing new vendor relationships Methods for establishing and managing vendor performance and service levels Gaining value and leverage by working with the vendor s other customers When and how to recompete vendor contracts Approaches for managing vendors experiencing business difficulties How and when to select vendors, including requests for proposal (RFPs) and contract negotiation We have devoted specific chapters elsewhere in this book to the selection and management of particularly critical vendors for professional services firms, including providers of legal, information technology, real estate, and finance/accounting services.

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Ideally, interfaces should not overlap One quality of a good component is that it is easily replaceable However, if a component has more than four or ve interfaces and if they are used right through the system, then replacing one component by another will be far more involved (This is an aesthetic check as well) Use of third-party components is quite common and is encouraged Therefore, the semantic meaning of each third-party component used in the project should be clari ed Check the meanings of any external components used on your diagram This involves checking the interfaces and their de nitions, and the speci cations of the components that realize these de nitions, as provided by the vendor of the components Third-party components need not be only database-related technical components They can also be business components, as would be tendered by, say, the MDA architecture.

Failing the determined efforts of individuals wanting to use the technology for their own purposes, the visions will falter and even if the technology is deployed, the result become something completely different monolithic, stagnating, and serving vested interests.

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