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Business negotiators ask themselves frequently what could be done to better a poor, frustrating deal. This article addressed the question by analyzing N=535 business negotiations outcomes, from which n 1 = 265 were held without any preparation (situational negotiations), and n 2 = 270 negotiations were mapped and structured before the negotiation starts. Key findings pointed 94 percent agreements on both groups. However, the n 2 group performed 12.42 percent better and created approximately 25 percent more options for mutual agreements than n 1 . Evidence also suggests some negotiators failed in recognizing the underlying interests on the other side of the table, despite defending empathy as one of the crucial qualities to a successful business negotiator. This paper provides scholars with a new perspective and taxonomy on the business negotiations preparation. Implications for managerial practice are discussed, and future research directions are suggested.