個案總覽

Price is one of the most powerful instruments a manager can use to influence the take-up of her product, especially in a subsidized and noncompetitive market as is common for global health products. However, the question of whether and how to price has been the subject of extensive policy debate: whether to charge users for life-saving health products and services, whether to distribute them for free, or whether to give additional incentives for individuals to use them. This note describes the latest, cutting-edge, research on how pricing influences the end user's decision to purchase and use vitally needed health products, opening a deeper and informed dialogue about pricing. The note concludes with a succinct guide to how to optimally price products based on different organizational goals and product characteristics.

Supplement for W14020 and W14021

Supplement for W14020

This case presents a role play between a buyer, seller and consultant. In January 2012, India Steel Ltd., a successful, family-owned, mid-sized steel manufacturing company headquartered in India but with agents in Europe, the United States and some parts of the Middle East, is about to enter into a negotiation to buy a steel plant owned by Swedish Steel AB, a large Swedish steel company with more than 7,000 employees working in nine production facilities all over the world. Encouraged by a family friend, India Steel's CEO has hired an Indian consulting firm to go to Sweden and evaluate the offer.This case involves the buyer and is used with Indian Steel Ltd.: Tri-Party Negotiation - The Seller (B) and Indian Steel Ltd.: Tri-Party Negotiation - The Consultant (C).

Significant negotiation-related achievements from the career of Ambassador Tommy Koh of Singapore are highlighted in brief form along with elements of his background and career. In light of these accomplishments, Koh was selected as the recipient of the 2014 Great Negotiator Award, presented by the Program on Negotiation, an interuniversity consortium of Harvard, MIT, and Tufts that is based at the Harvard Law School. Summaries of several of Koh's negotiations are presented in order to stimulate further research and analysis. Among numerous other activities, the episodes described include his leadership in forging the United States-Singapore Free Trade Agreement (USSFTA), the development and ratification of a charter for the Association of Southeast Asian Nations (ASEAN), the resolution of territorial and humanitarian disputes in the Baltics and Asia, and successful chairmanship of two unprecedented global megaconferences: the Third U.N. Conference on the Law of the Sea and the U.N. Conference on the Environment and Development, also known as the Earth Summit.

After it introduced the extremely successful Droid smartphone into the market in 2009, Motorola quickly moved to develop the next-generation Droid 2 before the next wave of smartphones (including the rumored iPhone 4) flooded the market. The development process was moving smoothly for the company when Verizon, its biggest partner, dropped a bombshell. It wasn't happy with the mechanical camera button on the Droid 2 (citing customer feedback) and wanted it to be changed to a software button like the iPhone's. This request immediately placed Motorola in the proverbial horns of a dilemma. On the one hand, it couldn't brush away the request of its biggest and most important partner. On the other hand, changing the camera button now would mean delaying the Droid 2's entry into the market. Should the Droid 2 team remove the camera's hardware button in favor of a software button per Verizon's request, or not? John Smith, the product manager, leads the cross-functional Droid 2 team. The case setting is an emergency "war room" meeting to address this critical issue, just weeks prior to launch. John's objective is to obtain the salient facts and opinions of team members quickly so he can make an informed recommendation to his boss by the end of the day. He is concerned that this last-minute request for a design change will not only threaten to delay the launch, which would have significant financial implications, but could potentially create deep fissures in a hitherto effective team that had been running like a well-oiled machine. The case puts students in a situation that simulates a real-world discussion and allows them to experience what it is like, as a product manager, to orchestrate a meeting with cross-functional teams that have conflicting priorities and agendas. It illustrates the challenges a product manager faces while striving to make important decisions with little or no direct authority over the various teams.

This note reviews some of the relevant research and offers advice for managing and dealing with emotions in the negotiation context. In particular, negotiators should strive to understand their own emotions and feelings and be aware of the emotions the other party may be expressing. By learning to recognize and manage emotions, one is likely to improve many facets of the negotiation and obtain better outcomes for oneself and others.

The case reveals that Ford decided to open its own e-coating plant in Gujarat, India, and details how the decision was made at different organizational levels.

In April 2013, Ford Asia Pacific & Africa (FAPA) was examining its options for e-coating service metal parts for the Ford Customer Service Division in Sanand, Gujarat, India. Randy Creel, Director of Parts Supply & Logistics, FAPA, worked with his colleagues in the US, UK, China, and India to conduct analysis and develop three options: outsourcing e-coating to a third party in Sanand, outsourcing e-coating to a third-party in Chennai and transporting the parts to Sanand, or building a stand-alone facility in Sanand. Factors like cost, quality, speed, and risk needed to be considered for this decision which had impact on profitability and customer satisfaction. Which option should FAPA choose?

This case carefully traces the process by which Stuart Eizenstat handled the negotiation challenges outlined in "Rough Justice: Stuart Eizenstat and Holocaust-Era Asset Restitution (A)". It describes the outcome of the Swiss negotiations and briefly sketches Eizenstat's subsequent involvement in analogous restitution negotiations in Germany, Austria, France, and Israel.

Isolated by the KGB in Moscow, Harvard graduate student Bruce Allyn faces high-pressure negotiation tactics to recruit him for the Soviet spy agency. At the tense height of the Cold War, with CIA agents systematically being exposed and executed in Russia, Allyn was participating in an unusual joint U.S.-Soviet study that alternated between the two countries. Going about his doctoral research, meeting and making friends with Russians, he accepted a low-key invitation from a trusted Russian friend to meet for lunch somewhere on the outskirts of Moscow. After hours of warm conversation, great food, and endless alcohol with a group of Russians, all but one of this group drifted out of the room. Suddenly the sole remaining man, "Vladimir," looked straight at Bruce and stated: "I am a high-ranking KGB officer. I have been commissioned to make to you a proposal." Drunk, isolated, and highly vulnerable, Allyn must negotiate with this sophisticated KGB counterpart. To recruit Allyn to secretly work for the KGB, the agent tries many approaches: barely veiled threats, offers of money, and the promise of high level access and Soviet documents that would enable Allyn over time to become the top U.S. Sovietologist. Should Allyn accept the offer, the agent stresses how Allyn could have a much better life and far more effectively advance the shared goals of reducing the risks of nuclear war and improving relations between the two hostile superpowers. Allyn must figure out what to do.

This case picks up (from the end of the "A" case) the detailed story of the KGB's high-pressure negotiations with Harvard doctoral student Bruce Allyn to recruit him as a secret asset for the Soviet spy agency. The "A" case describes how, at the tense height of the Cold War, with CIA agents systematically being exposed and executed in Russia, Allyn participated in an unusual joint U.S.-Soviet study that alternated between the two countries. Going about his doctoral research, meeting and making friends with Russians, he accepted a low-key invitation from a trusted Russian friend to meet for lunch somewhere on the outskirts of Moscow. After hours of warm conversation, great food, and endless alcohol with a group of Russians, all but one of this group drifted out of the room. Suddenly the sole remaining man, "Vladimir," looked straight at Bruce and stated: "I am a high-ranking KGB officer. I have been commissioned to make to you a proposal." Drunk, isolated, and highly vulnerable, Allyn must negotiate with this sophisticated KGB counterpart. To recruit Allyn to secretly work for the KGB, the agent tries many approaches: barely veiled threats, offers of money, and the promise of high level access and Soviet documents that would enable Allyn over time to become the top U.S. Sovietologist. Should Allyn accept the offer, the agent stresses how Allyn could have a much better life and far more effectively advance the shared goals of reducing the risks of nuclear war and improving relations between the two hostile superpowers. At the end of the "A" case, Allyn must figure out what to do. The "B" case recounts subsequent episodes in the negotiation as well as its conclusion.

Hospital CEO Paul Levy confronts an SEIU unionization drive via a "corporate campaign" aimed at undercutting the hospital's relationships with key internal and external constituencies. Having shepherded one of Boston's top teaching hospitals much of the way through a painful turnaround, but with the hospital still in a fragile financial condition, Levy must formulate a strategy and tactics to deal with the impending initiative by the SEIU, the fastest growing union in the United States with 2.1 million members and a huge organizing budget. The union will likely seek the hospital's agreement to a "neutrality agreement," under which, unlike traditional union processes, management would effectively be silenced during the organizing process. Levy is concerned that the hospital's strategy of innovation and flexibility would be imperiled by an SEIU-unionized workforce.

Just as Duke Energy and Progress Energy announce their merger-forming the largest utility company in the United States, to be led by the current Progress CEO-a nuclear reactor owned by Progress suffers major damage and must be taken offline. While Progress grapples with the scope of the repairs and an increasingly skeptical insurance provider, the Duke board begins to doubt their choice for the leader of the combined companies.

This note discusses and illustrates the concept of party mapping-a useful tool for identifying the key players in a multiparty negotiation or decision situation in order to manage and cope with possible coalitions that might form.