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 n1 = 265 were held without any preparation (situational negotiations), and n2 = 270 negotiations were mapped and structured before the negotiation starts. Key findings pointed 94 percent agreements on both groups. However, the n2 group performed 12.42 percent better and created approximately 25 percent more options for mutual agreements than n1. 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.