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A proposed trade of air pollution emission credits between 3M (now Imation) and Procter and Gamble is described. Though such trading is encouraged under federal environmental laws, 3M had adopted a company-wide policy against such deals. Procter and Gamble needs the credits and is an important 3M customer. Local citizens and public officials are sharply divided on the proposed deal.

Supplements the (A) case.

An epilogue to the (A) and (B) cases, this describes the final steps in implementing the agreement 3M made with Procter and Gamble and with local public officials and interest groups.

A small, rapidly growing retail distributor of automotive tires must present a set of forecasted financial statements to a bank in order to obtain a five-year loan. Expected growth rates given in the case and historical financial ratios derived from recent financial statements are used to forecast pro-forma income statements and balance sheets for the next two years.

Summarizes six principles of effective persuasion. A rewritten version of an earlier note.

Jim Sharpe, 11 years after receiving his MBA from Harvard and working for others, has finally become his own boss and 100% owner of manufacturer of aluminum extrusions. After 10 months of an unfunded search, he acquires the business in an LBO and prepares to face his employees on the first day.

For the past quarter-century, the field of social cognition has documented a number of ways in which individuals and groups are prone to make characteristic errors when judging others. This note examines the ways in which these tendencies pose difficulties for negotiation and conflict resolution, by exaggerating differences between people, and by exacerbating the conflict escalation cycle. This note emphasizes the process of biased assimilation of information. In addition to reviewing basic research in these areas, including a discussion of "naive realism," a number of organizational examples are used to illustrate the various phenomena. Finally, prescriptions on how to avoid these problems are offered.

For the past quarter-century, the field of social cognition has documented a number of ways in which individuals and groups are prone to make characteristic errors when judging others. This note examines the ways in which these tendencies pose difficulties for negotiation and conflict resolution, by exaggerating differences between people, and by exacerbating the conflict escalation cycle. This part emphasizes the problem of partisan perceptions. In addition to reviewing basic research in these areas, including a discussion of "naive realism," a number of organizational examples are used to illustrate the various phenomena. Finally, prescriptions on how to avoid these problems are offered.

Following a successful corporate turnaround and, more recently, a leveraged recapitalization, management of a highly profitable, fast--growing outdoor advertising company must consider alternative ways to harvest cash flow from the company without jeopardizing the turnaround or incurring significant tax liabilities.

The Hydro-Quebec and Great Whale Project case focuses on the ongoing negotiations between the Quebec utility and New York Power Authority (NYPA) over a $17 billion sale of hydroelectric power. If a contract is ratified, Hydro-Quebec will proceed with the development of a major river system in northern Quebec resulting in damage to the ecosystem and the displacement of several thousand native people. Native people, as well environmental groups, have become highly vocal in their opposition to the project. These pressures, combined with falling demand estimates for electrical energy, have resulted in NYPA backing away from the negotiations. Officials at Hydro-Quebec are wondering how to proceed in an apparently no-win situation.

Discusses the role of distribution intermediaries in the electronic components industry, and describes operations at two of these distributors. Serves as a vehicle to discuss the functions provided by distributors in the channel. Also lets students understand the differences between the distributors and discuss how each of them is going to deal with issues like consolidation and the rapid growth of the Internet. Also introduces students to the complexity of managing operations at a small distributor.

A large, lucrative power plant is negotiated for construction/operation by an American power company in India's evolving privatized power sector. The process of incorporating the project is captured in this case. The American company will own and operate the plant in India, which will sell power to India.

A new administration takes power in a state in India and cancels a power project agreed upon by the previous state government and a U.S.-based energy company. The project cancellation is based on allegations of irregularities, exorbitant costs, and political pressures.

In June 1996, executives of the multinational mining company RTZ-CRA contemplate bidding to acquire the Antamina copper and zinc mine in Peru. The Antamina project is being offered for sale by auction as part of the privatization of Peru's state mining company. RTZ-CRA has to determine what the mine is worth and decide whether and how it should bid in the upcoming auction. The bidding rules put in place by the Peruvian government dictate that each company's bid contain two components: an up-front cash amount and an amount the bidder will invest to develop the property if development is warranted after further exploration is completed.

Spreadsheet Supplement for case 297054

Kenny Rogers Roasters (KRR) in China series consists of two cases. The Kenny Rogers Roasters in China (A) case documents the efforts of a U.S.-based fast food chain to penetrate the Chinese market in the mid-1990s. The cases focus on Tony Wang, president of Franchise Investment Corporation of Asia (FICA), as he evaluates the market potential for KRR in China and selects a joint venture partner for the first restaurant. The accompanying KRR in China (B) case focuses on site selection issues which are at the heart of Tony Wang's ambitions for the restaurant chain in China. Both the (A) and (B) cases can be taught together in a single 90-minute class.

AES develops and operates electric power plants all over the world, and by late 1996, has approximately 20,000 employees. But, the corporation has no human resources staff, either at corporate headquarters in Arlington, VA, or in any of its operating facilities. Moreover, the company has very little centralized staff at all--little or no strategic planning, no environmental department, and almost no legal staff. The question is: Could and should the company continue to operate in this same way, with little specialized staff, as it continues to expand and geographically diversify? Another question is: How had the organization been able to be so successful without developing and relying on specialized expertise?

Spreadsheet Supplement for case 297069.

Spreadsheet Supplement for case 297086.

Spreadsheet Supplement for case 297086