NEGOTIATION - s3.amazonaws.com · Negotiating on Thin Ice: The 2004-2005 NHL Dispute (A) After months of negotiations to try to end the 2004 National Hockey League (NHL)

C O U R S E M A T E R I A L S

2014

Articles

Books & Chapters

Cases

Role Plays

Simulations

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NEGOTIATION

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CASES

Cases, slices of business life, focus on actual problems and decisions facing a company. Students are challenged to put themselves in the protagonist’s place and suggest business strategies, tactics, and solutions.

New Cases

Carolina for KiberaCarolina for Kibera (CFK) is an international nonprofit that promotes youth leadership and social cooperation in Kibera, a settlement in Nairobi, Kenya. After 8 years of success, the founding leadership team is departing and CFK must grapple with impending changes in organizational leadership and activities. This case, which features embedded videos, examines the use of influence and negotiation to create social change. TN Harvard Business School #913701

Distribution at American Airlines (A)American Airlines seeks to reduce the fees it pays to global distribution services such as the Semi-Automated Business Reservations Environment, which reaches travel agents. This case series examines pricing and strategy in a complex networked business with lock-in, convoluted payments, and changing regulatory requirements. The C and D cases present 2011-2012 updates. TN Harvard Business School #909035

Fighting Bonded Labor in Rural India: Village Activist Gyarsi Bai Tackles an Entrenched System of CoercionThis case explores the negotiating strategy used by Sahariya village activist Gyarsi Bai and her allies to fight a powerful landowning community and a local government administration unresponsive to appeals from the poor. It introduces the topic of coalition-building in multiparty negotiations and examines mechanisms of social change. Harvard Kennedy School of Government #HKS736

Home Nursing of North CarolinaAs part of his acquisition of Home Nursing of North Carolina, Ari Medoff negotiated a purchase price, completed due diligence, arranged financing, and finalized the necessary legal documentation. When the sellers surprisingly ask to renegotiate the terms, Medoff must decide whether to abandon the transaction or keep negotiating. Harvard Business School #212120

Innova Capital: The TransitionThe partners at Innova Capital, a leading private equity investor in Poland, must negotiate a transition of power between the 2 expatriate founders and 3 talented young Polish partners. This case explores the long-running process through which they were able to reach an agreement and the different motivations and goals of each partner. Harvard Business School #813064

H B S P . H A R VA R D . E D U 1 TN Teaching Note Available

Popular Cases

Circon (A) (Abridged) In 1996, U.S. Surgical launched a hostile takeover bid against Circon Corp. CEO Richard Auhll recruited an old HBS friend, George Cloutier, to the Circon board to help him defend the company. Circon’s primary defenses included a “poison pill” and a staggered board and led to the longest-running takeover battle in U.S. corporate history. Harvard Business School #904023

“Circon illustrates well governance issues faced by senior executives and board members in managing the corporation.” — Review from Harvard Business Publishing for Educators web site*

Google and the Government of China: A Case Study in Cross-Cultural Negotiations A negotiation between Google and the Chinese government allows access by Chinese citizens to a high-speed Chinese version of the Google search engine. In order to reach agreement with the Chinese government, Google must allow the government to censor access to some sites turned up by the search engine. TN Kellogg School of Management #KEL242

Name Your Price: Compensation Negotiation at Whole Health Management (A) MBA student Monroe Davies is asked by a potential employer to determine his own compensation package. This case follows Davies and Jim Hummer, the President and CEO of Whole Health Management, through a unique recruitment process that raises questions of compensation and employee incentives, negotiation strategy, and human resource management. TN Harvard Business School #908064

Negotiating on Thin Ice: The 2004-2005 NHL Dispute (A) After months of negotiations to try to end the 2004 National Hockey League (NHL) lockout, NHL Commissioner Gary Bettman threatened to cancel the entire season. This case provides a rich history of the 2 sides’ relationship and an account of the negotiations that led up to the season cancellation threat. TN Harvard Business School #906038

Nora-Sakari: A Proposed JV in Malaysia (Revised)The Malaysian company Nora Bhd is trying to establish a telecommunications joint venture with a Finnish firm, Sakari Oy. Negotiations have broken down between the firms. The case asks students to restructure a win-win deal. TN Ivey Publishing #906M06

Tom Muccio: Negotiating the P&G Relationship with Wal-Mart (A) Tom Muccio of Procter & Gamble (P&G) led negotiations about the early operational components of the supplier-retailer partnership between P&G and Wal-Mart in the late 1980s. The case provides background on the supplier-retailer relationship and negotiation barriers encountered when executing operational components of the partnership. Harvard Business School #907013

Æ Find more cases at hbsp.harvard.edu

2 N E G O T I AT I O N • 2 0 1 4 *Reviews available to Premium Educators

H B S P . H A R VA R D . E D U 3

ROLE PLAYS

Role Plays help students develop their decision-making skills by setting up realistic business challenges that require students to use negotiation techniques to work out the best possible solutions.

The Cinnamon Case: Sales Negotiation In this role play, students act as either a buyer or a seller who must negotiate a price for a perishable but rare commodity. The role play covers the dilemma faced by buyers and sellers when they are in possession of limited information but must still attempt to negotiate a best-case scenario for themselves. TN Ivey Publishing 2 Roles: (A) The Seller #W12258, (B) The Buyer #W12259

NEW! The HBT Merger Integration deadlines are being missed a mere 6 weeks after the merger that created HBT. Two pairs of students, playing U.S.- and China-based managers, must reset post-merger expectations, address the different underlying interests, and get the merger plan back on track. Stanford Graduate School of Business 2 roles: U.S. Roles Version #L22US, China Roles Version #L22CHN

NEW! Job Offer Negotiation Exercise In this 4-part role play series, students experience a job offer negotiation as both a job candidate and an employer. In 2 distinct scenarios, students can play both roles to practice and apply concepts. TN Ivey Publishing 4 Roles: (A) Maximum Motivation Candidate Instructions #W12227, (B) Maximum Motivation Representative #W12228, (C) People Power Candidate Instructions #W12229, (D) People Power Representative Instructions #W12230

ONLINE! Negotiating Equity Splits at UpDownIn this unique online role play, entrepreneur Michael Reich has doubts about his equity split with the cofounders of UpDown. Reich sends his partners a proposal that will give him a larger share of the profits by reallocating equity, and all 3 must face reopening a negotiation they thought was final. TN #812701

Negotiation in China: How Universal? U.S.-based Universal Studios must negotiate with the Chinese central government to build its first theme park in China. Considerations such as location, size, and local employment obligations must be decided in a cross-cultural negotiation. TN University of Hong Kong 2 Roles: #HKU956

The Popcorn Predicament: Competition, Conflict and Buying BehaviourThis B2B role play describes an account manager’s 7-month sales process and the customer’s buying process that led to a lost order. Students explore organizational buying behaviour, the discipline of the selling process, and the management of sales resources as an asset. Ivey Publishing 6 Roles: Competition, Conflict and Buying Behaviour #W12078, Perfect Popcorn Processing Co. #W12086, Pleasant Popcorn Processing Co. #W12087, Paramount Distributing Inc. #W12088, Premiere Distributing Inc. #W12089, Dependable Equipment Ltd. #W12090, Reliable Equipment Ltd. #W12091

Reed—YPEC NegotiationAmerican drill bit supplier Reed Oilwell is looking to expand into South America. YPEC, an Ecuadorian oil field company, wants Oilwell bits for its top customer. The 2 companies enter into a cross-cultural negotiation. TN Thunderbird School of Global Management 2 Roles: (A) Reed Oilwell #TB0239, (B) YPEC #TB0241

Æ Find more role plays at hbsp.harvard.edu

TN Teaching Note Available


ARTICLES

Articles from Harvard Business Review and other renowned journals provide up-to-the-minute ideas from the best business thinkers.

New Articles

Deal Making 2.0: A Guide to Complex NegotiationsMost big deals—megamergers, major sales, infrastructure projects—are built on a series of smaller ones. Each component deal presents a tactical challenge, but sequencing the parts in a way that achieves the target outcome is a strategic challenge that can unfold over months or years. The authors refer to this process as a “negotiation campaign” and argue that this type of multifront campaign can be much more effective than direct negotiation. Harvard Business Review #R1211G

Fighting Dragons with Dragons: Approaches for Negotiating with Chinese PartnersFor many U.S. firms partnering with Chinese firms, a pattern of negotiated promises made but not kept is too often proving to be the rule rather than the exception. This article describes approaches designed to enable managers to negotiate more effectively with Chinese partners. Business Horizons #BH553

How to Negotiate with VCsVC-entrepreneur partnership agreements often contain flaws that become highly damaging as the parties come up against issues of power, trust, and much more. Yet many of the flaws are systematic and predictable—and hence preventable. The author, a longtime consultant to the VC industry, outlines 4 recommendations for entrepreneurs sitting down at the table with prospective funders. Harvard Business Review #R1305F

In Global Negotiations, It’s All About TrustThe authors have extensively researched cross-cultural negotiations and developed guidelines that can help optimize outcomes regardless of the level of trust. Negotiators should first assess how much they already trust or distrust the other party, and vice versa, and decide which of the 3 levels best describes the relationship: trust is likely (Level 1), possible (Level 2), or not possible (Level 3). Harvard Business Review #F1212C

Negotiating with EmotionWhen facing an important negotiation, rigorous preparation—running the numbers, scouting the marketplace, developing a plan B—is essential. But it’s only half the story. The truth is that passions matter in real-life deal making and dispute resolution. Good negotiators understand, channel, and learn from their emotions in order to adapt to the situation at hand and engage others successfully. Harvard Business Review #R1301G

Popular Articles

3-D Negotiation: Playing the Whole Game According to negotiation experts David Lax and James Sebenius, executives face obstacles in 3 common and complementary dimensions: tactics, deal design, and setup. Most executives fixate on only the first 2, but 3-D negotiators reshape the scope and sequence of the game itself to achieve the desired outcome. Lax and Sebenius describe the tactics that 3-D negotiators use and cite examples from business and foreign affairs. Harvard Business Review #R0311D


Extreme Negotiations The authors of this article outline 5 core strategies that military negotiators use to resolve conflicts and influence others: maintaining a big-picture perspective; uncovering hidden agendas to encourage collaboration; using facts and fairness to get buy-in rather than grudging support; building trust; and focusing on process as well as outcome. These strategies provide students with a framework they can use in complex negotiations. Harvard Business Review #R1011C

Facing Ambiguous Threats Organizations often ignore small signs that may or may not portend danger to their markets or reputations. Drawing on an in-depth study of the Columbia space shuttle disaster as well as field research in other industries, the authors suggest that organizations that develop systematic capabilities for identifying, evaluating, and responding to ambiguous threats are much better at avoiding serious problems than those that don’t. Harvard Business Review #R0611F

Getting Past Yes: Negotiating As If Implementation Mattered The best deals don’t end at the negotiating table—they begin there. This article asserts that organizations and negotiators must transition from a deal-maker mentality to an implementation mind-set, which sets the stage for a healthy working relationship long after the ink has dried. Harvard Business Review #R0411C

How to Manage Your Negotiating Team To negotiate with another party successfully and avoid sabotaging its own efforts, a team must first negotiate internally to align member interests and develop a disciplined bargaining strategy. The authors outline 4 steps to manage a negotiation team and suggest team role play to reinforce these steps. Harvard Business Review #R0909M

Investigative Negotiation Negotiators often fail because they put too much effort into selling their own position and too little into understanding the other party’s perspective. This article outlines 5 principles of negotiation to help students develop an investigative methodology for negotiation in order to get the best possible deal. Harvard Business Review #R0709D

The Six Mistakes Executives Make in Risk Management Instead of trying to anticipate low-probability, high-impact events, managers should reduce their companies’ overall vulnerability to them. Arguing that conventional risk-management textbooks do not prepare students for the real world, the authors identify 6 common mistakes that managers make when confronting risk. Harvard Business Review #R0910G

When to Walk Away from a Deal Comprehensive due diligence practices are important in good deal making. Four questions—What are we really buying? What is the target’s stand-alone value? Where are the synergies and the skeletons? And what’s our walk-away price?—can enforce discipline in the due diligence process, helping students learn how to make informed acquisition decisions. Harvard Business Review #R0404F

Æ Find more articles at hbsp.harvard.edu



BOOKS & CHAPTERS

Many academic titles from Harvard Business Review Press are now available as eBooks. Each eBook title is available as a PDF and comes with a full-text educator copy available to registered Premium Educators on the HBP for Educators web site.

Books

Harvard Business Review on Winning NegotiationsThis collection of best-selling Harvard Business Review articles provides best practices and ideas for making deals that work. These 10 inspiring and useful perspectives help students to forge better deals, uncover the other party’s motives, conquer faulty assumptions, build long-term relationships, make realistic promises, gain an adversary’s trust, and understand when to walk away. Available as an eBook. Harvard Business Review Press #10327

HBR Guide to Office PoliticsEvery organization has its share of political drama, yet employees still need to work effectively with their colleagues—even the challenging ones—for the good of the organization and their careers. This book offers guidance on building relationships with difficult people, gaining allies and influence, wrangling resources, moving up without ruffling feathers, avoiding power games and petty rivalries, and claiming credit when it is due. Available as an eBook. Harvard Business Review Press #16547

HBR’s 10 Must Reads on Communication (with featured article “The Necessary Art of Persuasion,” by Jay A. Conger) This guide features the Harvard Business Review’s 10 most important articles on communicating effectively and persuasively. Leading experts such as Deborah Tannen, Jay Conger, and Nick Morgan provide the insights and advice managers need to express their ideas with clarity and impact in every situation. Available as an eBook. Harvard Business Review Press #11364

Negotiating OutcomesNegotiating Outcomes helps students to prepare, conduct, and close a negotiation successfully. The book includes useful tools, self-tests, and real-life examples to help students identify strengths and weaknesses and hone critical skills. Available as an eBook. Harvard Business Review Press #13256

Chapters

Air Your Nightmares: How Do You Discuss Risk Without Risking the Deal?Risk is an ordinary and necessary part of any negotiation process and should be treated as such. This chapter discusses how to express concerns without creating an adversarial climate. Students learn the value of discussing risk and formulating ways to broach the subject in negotiations.

From The Point of the Deal: How to Negotiate When Yes Is Not Enough #5038BC

Assess Current Challenges and Opportunities: The Role of Assessment in Successful NegotiationThis chapter explains the current state of play in an organization in terms of negotiation issues, challenges, stakeholders, processes, and outcomes. The authors’ program introduces a criteria assessment key that will help organizations develop their own successful negotiation practice.

From Built to Win: Creating a World-Class Negotiating Organization #3258BC


Bet-the-Company Deals: Mergers, Alliances, and OutsourcingMergers, alliances, and outsourcing raise questions about profit, social implications, competition, and fair trade issues. This chapter looks at how these “business combination” deals can use the implementation mind-set to affect negotiation. Students will learn to anticipate issues that arise in large-scale negotiations and formulate strategies to deal with them.

From The Point of the Deal: How to Negotiate When Yes Is Not Enough #5033BC

Sustain Your New Competitive Advantage: Don’t Celebrate the Success of Your Negotiation Too SoonThis chapter outlines the steps that must be taken to sustain learning gains around an organization’s negotiating capacity for competitive advantage. The authors describe the steps organizations should take to monitor progress, detect new and emerging problems, deal with persistent barriers, and build value for the long term.


Why Training Alone Often Fails: Where Organizations Go Wrong with Negotiation TrainingAll too often, negotiation training is handled with an off-the-shelf program that fails to take into account the complexities of negotiation. The authors explain the danger of thinking about negotiation skill as something to develop on an individual level only, and encourage a broader organizational approach.


Æ Find more books and chapters at hbsp.harvard.edu/list/book-chapters

SIMULATIONS

Online simulations present real-world management challenges for students and encourage classroom interaction and discussion. Results are available immediately for a comprehensive debrief session. All simulations include a detailed Teaching Note.

Finance Simulation: Blackstone/CelaneseThis simulation re-creates the landmark acquisition of Celanese AG by the Blackstone Group in 2003. Students take on the role of Blackstone or Celanese and conduct due diligence, establish deal terms, respond to bids and counterbids, and consider the interests of other stakeholders. TN #3712

“This is a very stimulating and useful simulation.” — Review from Harvard Business Publishing for Educators web site*

Finance Simulation: M&A in Wine Country V2The second release of this simulation adds an optional valuation exercise that introduces students to the valuation techniques used in the simulation. Students play the role of CEO at 1 of 3 publicly traded wine producers. Each player evaluates merger and acquisition opportunities among the 3 companies, determines reservation prices and value targets, and negotiates deal terms before deciding to accept or reject final offers. TN #4805



Leadership and Team Simulation: Everest V2This second release of Leadership and Team Simulation: Everest combines the proven learning objectives and story line of the original with an updated user experience and enhanced administrative features. Students experience group dynamics and leadership through the dramatic setting of a Mount Everest expedition while playing 1 of 5 roles on a team of hikers. As they attempt a climb to the summit, students must reach individual goals while also sharing information to maximize group achievement. TN #7000

“Excellent vehicle for encountering and manipulating high-performance team and leadership concepts.” — Review from Harvard Business Publishing for Educators web site*

NEW! Negotiation Simulation: OPEQThis multi-player simulation immerses students in the complex world of oligopical oil pricing. Teams of students act as members of an oil production board tasked with setting petroleum production levels for 1 of 3 fictional countries: Alba, Batia, and Capita. Developed by the Wharton School of the University of Pennsylvania, the simulation allows students to explore the dynamics of cartels and competition, negotiation, best response, Nash equilibrium, and a variety of other negotiation and economic principles. TN University of Pennsylvania—Wharton #WH0002

Æ Find more simulations at hbsp.harvard.edu/list/simulations

VIDEO SUPPLEMENTS

Video supplements give students insight into a case as they view a class visit from a CEO, a factory tour, or interviews with prominent business visionaries. Available on DVD. Many video supplements are accompanied by a Teaching Note. Video supplements in Negotiation include:

� Discount and Hawkins: Critical Moments #03802

� Jack Valenti Negotiating for the Motion Picture Association #906702

� Roger Caracappa: Package Deals for the Estee Lauder Companies #912701

� Tom Muccio: Negotiating the P&G Relationship with Wal-Mart #910703

Æ Find more Video Supplements at hbsp.harvard.edu/list/video-supplements

H B S P . H A R VA R D . E D U 9 TN Teaching Note Available

Case Analysis CoachIDEAL FOR STUDENTS NEW TO CASE LEARNING

Seat Time: 30–120 minutes (depending on the depth of analysis desired)

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The Case Analysis Coach is a self-paced tutorial that offers a concise introduction to the key concepts required for the analysis of business case studies. Delivered entirely online, the tutorial offers a framework that will prepare students for situations including formal presentations, written reports, “cold calls” during classroom discussion, and final exams.

The tutorial requires students to interpret both qualitative and quantitative data and develop short- and long-term action recommendations. It also includes a Case Analysis Worksheet that students can use repeatedly to analyze actual cases assigned for coursework.

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NEGOTIATION - s3.amazonaws.com · Negotiating on Thin Ice: The 2004-2005 NHL Dispute (A) After months of negotiations to try to end the 2004 National Hockey League (NHL)

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