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The Strategic Preparation Workbook guides students in preparing for a work or life negotiation so that they are more likely to succeed in negotiations. The Workbook outlines a four-part process in preparing for a negotiation and finishes with action planning. The instructor can either teach the Workbook using a case example or by having students fill out the Workbook with their own negotiation examples. Brief videos (- 3 minutes) linked throughout the Workbook provide detailed descriptions of each step in the process and examples of real-life negotiations. Case Number 2230.0

In 2016, Peter Keith and his cofounders started Meuwly's Ltd. (Meuwly's) as a subscription food-box service, and in 2018, they established a physical presence in one of the liveliest locations in downtown Edmonton, Alberta. The expansion diversified the company's revenue streams, including retail, wholesale, special events, and subscription sales. The company strove to be sustainable, but faced a number of challenges. First, customers valued the sustainable, "eat-local" ethos of Meuwly's locally sourced products but not its single-use product packaging, which failed to reflect the company's sustainability goals; Meuwly's experimented with alternatives, but these compromised the product quality customers expected. Second, the company's commitment to paying employees above minimum wage affected its profit margins and financial resources and constrained its availability to pursue sustainability initiatives. Third, misleading industry marketing pervaded the delicatessen market, compromising growth and pricing strategies. Finally, the local delicatessen market was saturated and very competitive. In November 2019, Keith faced important questions regarding the future direction of the company's sustainability strategy: how could he design an appropriate stage-two sustainability strategy for Meuwly's while retaining the company's loyal customer base?

This case study describes the situation three days after the ill-fated launch of the European Super League (ESL). It can be used in a number of ways. This includes exploring the differences between US sports business models and those of European football; the strategy of the ESL and the possible misjudgements that it made, the dynamics of competition at the top level of European football, the governance of football, and the growing role of media in sport

Luis Currea, 59, was the owner and general manager of Nutripunto-a company dedicated to the manufacture and commercialization of balanced animal feed. In February, 2019, he faced the challenge of whether to accept a proposal that would engender growth capable of tripling his small company's current size, a proposition not seen before in the company's history. The company's biggest client of its balanced feed line for livestock, Jairo Ortiz, who represented 10.8% of the company's total sales, proposed making Nutripunto the sole supplier of feed for the livestock of eight large customers, including himself. The proposal demanded Nutripunto guarantee the feed's quality and raw materials, produced according to a formula adjusted to meet the conditions of each farm or ranch. Ortiz and his seven rancher neighbors had grown tired with their current providers, considering that the large brands, too focused on costs and profit margins, constantly switched their raw materials, to the detriment of the productivity of the clients' livestock. Ortiz said his proposal would lead to sales of around 400 tons of feed per month, compared to the 150 tons the company currently produced. The proposal therefore implied significant growth and associated challenges relating to management and investment. Currea was short on time when it came to answering Ortiz. He considered four options: buying a new production plant to meet the proposal's demands, increasing production shifts in order to manufacture more product, dedicating the company exclusively to the orders of these eight large clients (thereby abandoning his other clients in order to use the company's current infrastructure, in two shifts) or rejecting the proposal and continuing with his business as usual. Various economic, strategic, organizational and personal factors were at play, and Currea's consideration of Ortiz's proposal had turned into a complex situation, both for the family business and for him, personally.

This article is a transcript of the plenary discussion at the North American Case Research Association conference in October 2020. In a (virtual) fire-side style conversation, author and protagonist involved in the case, KidZania: Spreading Fun Around the World, share their experiences in building a relationship based on trust, negotiating access and approval, disguising data, revising their work, and publishing the case in Case Research Journal (2018, Volume 38 Issue 2).

The case opens in April 2020 with Sani Åžener, CEO of TAV Airports, a vertically integrated regional airport operator headquartered in Istanbul, Turkey, and his team discussing the pending acquisition of the Almaty International Airport in Kazakhstan. The company had been looking for ways to increase its revenues, which had shrunk by 35% in 2019 after the closing of its flagship airport in Istanbul. The business case for acquiring Almaty International was quite strong: it was an asset acquisition with no maturity, and it came with fuel and cargo operations, functions that were unaffected by the cyclicality of passenger traffic. But the world had changed significantly since TAV made a conditional offer of $415 million, outbidding all other interested parties in November 2019. Due to the COVID-19 pandemic, the aviation industry had been facing unprecedented challenges, and passenger traffic in Almaty had dropped by around 40%. In the meantime, the seller of Almaty International was undeterred and pressed TAV to close the deal. Åžener and the senior management team were at a critical juncture: they had to move ahead soon or risk missing out on an opportunity that had looked very bright pre-pandemic.

Over its 17 years in existence, Tesla had redefined people's view of electric cars, and in 2020, the company saw its stock rise by more than 700% to became the most valuable carmaker in the world. In December 2020, Tesla celebrated its fifth consecutive quarter of profit and joined the S&P 500. However, in 2021 competition in the electric vehicle space was rapidly heating up. In January, General Motors announced that it would phase out gas-powered vehicles to sell only vehicles with zero emissions by 2035. A week later, Ford announced that it would invest $22 billion on electric vehicles (including hybrids) and $7 billion on autonomous vehicles by 2025. Meanwhile, BMW was developing electrified versions of all its models, and the Volkswagen Group had announced a new strategic plan with the specific aim of catching up with Tesla. Tesla's run had defied the skeptics, but with competition revving up, would Tesla be able to dominate the market in the years to come?

The two vignettes within "Vignettes on Professional Service Firm Governance" (HBS No. 122-024) present various issues relating to governance in professional service firms ("PSFs"). In the first, the Managing Director of a U.S. consulting firm contemplates whether to bring on outsiders to sit on the firm's Executive Leadership Board and the potential implications of doing so. In the second, a U.S.-headquartered Private Equity firm's Managing Partner of India was excited about the opportunity to acquire another Indian firm but worries about the potential resistance from the firm's Global Management Committee. This vignette has deliberately been written as a PE firm so as to allow participants from PSF firms to step away from their immediate organizations and reflect on the broader issues that are involved. This vignette attempts to explore the meaning of being a global firm in the context of PSF and the methods to realize a PSF's global ambitions. The vignettes allow students to discuss a breadth of issues related to the governance and strategy of PSFs.

Amazon.com, Inc. (Amazon) India expanded Amazon Food into the food delivery market in March 2021 amid a pandemic and the ensuing lockdown. The move surprised the industry, especially considering that Swiggy and Zomato Ltd. (Zomato), the two key players in the food delivery business, were facing an all-time slump and that restaurants were seeking to move away from aggregators to create their own ordering platform. Zomato and Swiggy, a duopoly in the food service aggregator (FSA) space in the country, had been struggling to keep cash burn low, squeezing delivery-executive commissions, executing mass layoffs, and scaling down profit-draining cloud kitchens. Although the timing of the launch appeared risky, Amazon India’s confidence to take on the established players and challenge the status quo stemmed from its size, reach, resources, technological prowess, reliability, trust, and goodwill. In a market scenario where safety and hygiene standards were set to change forever and the odds were stacked against FSAs, the industry and consumers were expecting a tough battle. Amazon had to reassess whether its strengths would be adequate to help it make satisfactory inroads into the industry, confront the obstacles, and overcome the ongoing slump and make good on its decision to be the new entrant when the established players were bearing the brunt of not only the pandemic but also a deeply divided restaurant industry.

This case profiles Ford Foundation president Darren Walker and his goal of reimagining philanthropy in order to build a more just and fair world. Specifically, it looks at how the Ford Foundation has reorganized so as to catalyze leaders and organizations who are driving social justice and building movements across the globe.

The case documents the efforts by Lone Stubberup, Global Director of Quality, Health, Safety and Environment (QHSE) to convert her employer, Danish wind-mill nacelle and nose cone producer Jupiter Bach, to the highest sustainability standards through all its activities as a means to differentiate in a highly competitive, cost-driven industry. Deeply committed to the need of address issues such as material recycling and CO2 emissions, she set out to convince the executive board and the firm's VC investors to push sustainability to top of the agenda. A surprising feature of the case is of course the realization that the windmill industry, a much-acclaimed key player in the much-anticipated energy transition, has very much been operating so far as if exonerated from doing its part thanks to the very nature of its activities. Wind turbine producers have been lambasted not only for their extremely poor sustainability footprints but also their total disregard for most social and environmental impacts. Cost has been the single focus of attention, in a mad drive to run down the cost of energy production to levels competitive with other energy sources. Lone Stubberup knew from the beginning she was in for a rough ride, but she was committed to making the case for sustainability at Jupiter Bach. In her mind, this was perfectly in line with the firm's positioning as a leading Denmark-based nacelle and spinner cover producer for off- and onshore wind turbines, and a most legitimate value addition that would set the company up for further success in the future. She spent months putting together a solid sustainability strategy showing a clear path forward, at a pace the company could handle, that was completely aligned to the firm's core value of "We Care". She received the support she needed but reality intruded in 2020 with the COVID crisis, and a sudden return by most clients to a pure cost-driven agenda. Jupiter Bach initially lost significant business because of its higher

In April 2020, the chief executive officer of Xiaoxiandun E-Commerce Co. (Xiaoxiandun), faced a tough choice. Founded in 2014 in Beijing, China, Xiaoxiandun focused on birds' nests-an extremely popular traditional Chinese tonic product-and advocated the benefits of nourishing Chinese medicine. Low-temperature technology and timely delivery helped consumers to nourish the bird's nest on time and in standardized amounts. The "Expert of Fresh Stewed Bird's Nest" strategy during 2017-2019 helped Xiaoxiandun surpass the original leader in the bird's nest industry and became number one in sales on Tmall Double Eleven in 2019. In the same year, the leader regarded Xiaoxiandun as the main competitor, and adopted similar fresh stew technology. Faced with this challenge, how should Miao move forward: adhere to the "expert" strategy, diversify and expand, or make strategic changes to become a leader?

This case highlights how corporate philanthropies are distinct from other philanthropic institutions in terms of motivations, incentives and giving models. The case focuses on how Google.org leverages their assets to support the missions and initiatives of the organizations they fund. It also aims to explore how the team at Google.org thinks about the tradeoffs and challenges of aligning the company's business strategy with their social justice strategy. Focus is placed on Laura how an internal grantmaking program within a corporation operates, providing benefits both to beneficiaries and the corporation. The goal is for the case to be as tactical as possible, so students can really understand how corporate strategy can shape grantmaking or initiatives related to its non-financial assets, how value to Google and to society is measured, and the unique challenges that Google.org faces, given its hybrid structure. Within this, a section of the case focuses on the Racial Justice/Criminal Justice Reform program and profiles Google.org's grants to Equal Justice Initiative's Lynching in America Memorial and Museum and the Center for Policing Equity.

The global beer industry took an unprecedented hit during the COVID-19 pandemic. Around the world, governments implemented restrictive coronavirus containment measures such as national lockdowns, curfews and social distancing mandates. Bars, pubs, restaurants and clubs were shuttered. Concerts, festivals and sports events were cancelled or postponed. Global tourism came to a standstill. The beer industry, which was largely tied to the hospitality sector, suffered furloughs, layoffs and steep declines in sales, as countries went in and out of (partial) lockdown in staggered stages throughout 2020 and 2021. While some companies had managed to offset on-trade losses with off-trade gains, overall, e-commerce and supermarket sales weren't enough to prevent the market from significantly contracting during the pandemic. Despite government support in certain countries, bankruptcy was a looming threat for many breweries, potentially giving way to a reconfiguring of market share around the world. The global beer industry was in distress even before the disruptive events of COVID-19, but the pandemic accentuated major vulnerabilities and accelerated key trends. What would define the beer industry during its COVID-19 recovery and beyond? How could players bounce back and thrive after the crisis? What lessons could be taken into the post-pandemic future? Elizabeth, a young associate at a top consulting firm, grapples with these questions while working for a leading client in the beer industry.

AB InBev had been the world's number one brewer since 2004, a position largely attributed to its aggressive strategy of pursuing large, international mergers and acquisitions. The disruptive events of the COVID-19 pandemic threatened to upend the existing market share distribution, as well as the outlook of the global beer market. Breweries frantically worked to pivot to capture retail sales in supermarkets and online to offset the shutdown of the hospitality sector. Many had suffered furloughs and layoffs; some faced the risk of bankruptcy. Even as lockdown measures began to relax for certain countries, the global economy and the beer industry were beset with uncertainty. In the midst of it all, Michel Doukeris, previously the President of AB InBev's North America division, took the helm as the beer conglomerate's new CEO in the summer of 2021. He had big shoes to fill; the reins were handed over by Carlos Brito, the "king of beers" personified, who had served as CEO for 15 years and was credited with transforming the company from a regional giant to a global titan. Doukeris was charged with leading AB InBev through its COVID-19 recovery and beyond. As he transitioned into his new leadership role, he began grappling with difficult and vital questions for his company: Which lasting changes and trends would shape the global beer industry coming out of the COVID-19 crisis? How could AB InBev become future-proof in a post-pandemic world? What would be imperative to defending AB InBev's status as the world's number one beer company?

Ludesco, an international festival of games and gaming experiences held in Switzerland, had enjoyed growth since its inception in 2010, leading to an impressive 10,000+ visitors during the tenth edition of the festival in 2019. The success of the festival was owing to the unique, fun, and unforgettable experiences in which visitors could immerse themselves throughout the festival weekend. However, misfortune struck in 2020, when the organizing committee was forced to cancel the event due to the global COVID-19 pandemic.<br><br>With no end to the pandemic in sight, the committee wondered if this could be the opportune time to pursue a stronger social media presence. What challenges would Ludesco face in creating digital engagement? How could Ludesco’s organizing committee increase digital engagement through social media that complemented the offline festival? What type of content could encourage participation and create a sense of community, while simultaneously generating build-up for the festival?

The case explores the promises and challenges of Public-Private Partnerships (PPPs) in the Indian Healthcare system. India has a high maternal mortality rate, poor doctor-to-patient ratio, rising C-section rates, absence of last-mile access to quality maternal healthcare. In this context, Dr. Fernandez, a veteran in maternal healthcare, believes that midwifery is a workable solution to these widespread problems. However, to have an impact both in terms of and financial sustainability, government support is essential. Dr. Fernandez thinks that a PPP may be the best way to create many well-trained and professional midwives in the country. However, given India's complex healthcare structure, it is not easy to get acceptance and commitment from all the states for government schemes. Problems such as frequent changes in the bureaucratic leadership often disrupt the implementation of schemes. Another challenge is the mindset of birthing mothers, the obstetric community, and family members who view the medicalization of birthing as acceptable. Dr. Fernandez has to overcome multiple challenges. She has to address obstetricians' pushback while changing birthing mothers' mindsets and continually motivate the midwives her team had trained. Regarding the PPP, she has to evolve a plan to fast-track the rollout of the PPP model, ensure that the complex PPP involving multiple stakeholders works effectively, she has to address the roadblocks to the implementation of the PPP initiative, and design mechanisms to monitor progress.

Supplement for product W24932.

Spreadsheet to accompany product W24933.