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Freemark Abbey must decide whether to harvest in view of the possibility of rain. Rain could damage the crop but delaying the harvest would be risky. On the other hand, rain could be beneficial and greatly increase the value of the resulting wine. This decision is further complicated by the fact that ripe Riesling grapes can be vinified in two ways, resulting in two different styles of wine. Their relative prices would depend on the uncertain preference of consumers two years later, when the wine is bottled and sold.

Profiles a firm that was reacquired by two companies with different degrees of success. Highlights integration challenges present in acquisition deals when the primary assets of the target are human capital. Focuses on Furman Selz's acquisition by Xerox in 1987; its return to a private company in 1993; and a second acquisition, by ING, in 1997. In particular, provides the opportunity to evaluate five major corporate transitions: the initial launching as an independent firm, Furman Selz, in 1973; the shift to professional management in 1983-1986; the Xerox acquisition in 1987; the MBO in 1993; and the ING acquisition in 1997. Presents the transactions from multiple points of view: the founders and their associates; the professional managers brought in to advance the firm to the next level; the acquired firm under both Xerox and ING; and Xerox and ING themselves.

Supplements the (A) case.

Supplements the (A) case.

The National Hockey League's (NHL's) collective bargaining agreement was due to expire on September 15, 2004. As executive director of the NHL Players' Association, it is Bob Goodenow's responsibility to negotiate a new agreement in the players' best interests. The NHL has demanded that a salary cap be imposed in the next collective bargaining agreement and has threatened a lockout by owners if the Players' Association does not agree. The NHL has implemented a successful communications strategy and gained public support. Goodenow must decide how to proceed to gain a favorable position going into the negotiations and retain the loyalty of the fans on which the sport depends.

Details the challenges facing OuterBay in pursuing an OEM deal with a very large and well-established technology company, EMC. Describes both companies' businesses, the history of their relationship, and the initial discussion surrounding an OEM deal. Looks at the particular issues that surfaced in the ensuing negotiation, including revenue sharing, term limits, exclusivity, and account control. Negotiations dragged on over several months, with the two companies exchanging 14 versions of the letter of intent. OuterBay's CEO, Michael Howard, wonders whether the deal will make or break the company.

Distills the negotiation advice of more than a dozen general books on negotiation. Compares and contrasts specific prescriptions and organizes the books into five loose categories: win-win or mutual gains negotiation, negotiation analysis, relational negotiation, negotiation in context, and the school of hard knocks. An appendix provides a more extensive bibliography.

Sets the stage for analyzing the strategy of labor organizer Ray Rogers in bringing J.P. Stevens to the bargaining table when conventional union tactics failed. Though set in the specific context of labor-management relations, it illustrates much more fundamental aspects of negotiation analysis, strategy, and tactics. A rewritten version of an earlier case.

Supplements the (A) case. A rewritten version of an earlier case.

Presents a three-way version of the RetailMax simulation requiring students to enact an internal salary negotiation, taking on the roles of Cam Archer, a star employee, and Regan Kessel, a VP trying to attract the MBA into his department. However, RetailSoft introduces a third party, Sydney Masser, to illustrate the effects of negotiating for self vs. others. A rewritten version of an earlier exercise.

Presents a three-way version of the RetailMax simulation requiring students to enact an internal salary negotiation, taking on the roles of Cam Archer, a star employee, and Regan Kessel, a VP trying to attract the MBA into his department. However, RetailSoft introduces a third party, Sydney Masser, to illustrate the effects of negotiating for self vs. others. A rewritten version of an earlier exercise.

Presents a three-way version of the RetailMax simulation requiring students to enact an internal salary negotiation, taking on the roles of Cam Archer, a star employee, and Regan Kessel, a VP trying to attract the MBA into his department. However, RetailSoft introduces a third party, Sydney Masser, to illustrate the effects of negotiating for self vs. others. A rewritten version of an earlier exercise.

Two-party, multi-issue, scoreable negotiation regarding a prenuptial agreement, calling for a balance of substantive and relationship concerns. Marlene Mayberry and Jacques Parker are young adults planning their marriage. After dating for 3 years, they have prepared a list of 10 assets that they have decided to include in a prenuptial agreement. The items include a joint checking account, a car, an apartment, furniture, an art gallery, Jacques' artwork, a portrait of Marlene, California real estate, a $1 million inheritance, and a pet dog. Jacques and Marlene are given confidential instructions that outline specific point values and resistance points for these items. They will each be awarded "Tangible Points" for the assets they claim for themselves in the prenuptial agreement.

Two-party, multi-issue, scoreable negotiation regarding a prenuptial agreement, calling for a balance of substantive and relationship concerns. Marlene Mayberry and Jacques Parker are young adults planning their marriage. After dating for 3 years, they have prepared a list of 10 assets that they have decided to include in a prenuptial agreement. The items include a joint checking account, a car, an apartment, furniture, an art gallery, Jacques' artwork, a portrait of Marlene, California real estate, a $1 million inheritance, and a pet dog. Jacques and Marlene are given confidential instructions that outline specific point values and resistance points for these items. They will each be awarded "Tangible Points" for the assets they claim for themselves in the prenuptial agreement.

Two-party, multi-issue, scoreable negotiation regarding a prenuptial agreement, calling for a balance of substantive and relationship concerns. Marlene Mayberry and Jacques Parker are young adults planning their marriage. After dating for 3 years, they have prepared a list of 10 assets that they have decided to include in a prenuptial agreement. The items include a joint checking account, a car, an apartment, furniture, an art gallery, Jacques' artwork, a portrait of Marlene, California real estate, a $1 million inheritance, and a pet dog. Jacques and Marlene are given confidential instructions that outline specific point values and resistance points for these items. They will each be awarded "Tangible Points" for the assets they claim for themselves in the prenuptial agreement.

Two-party, multi-issue, scoreable negotiation regarding a prenuptial agreement, calling for a balance of substantive and relationship concerns. Marlene Mayberry and Jacques Parker are young adults planning their marriage. After dating for 3 years, they have prepared a list of 10 assets that they have decided to include in a prenuptial agreement. The items include a joint checking account, a car, an apartment, furniture, an art gallery, Jacques' artwork, a portrait of Marlene, California real estate, a $1 million inheritance, and a pet dog. Jacques and Marlene are given confidential instructions that outline specific point values and resistance points for these items. They will each be awarded "Tangible Points" for the assets they claim for themselves in the prenuptial agreement.

Two-party, multi-issue, scoreable negotiation regarding a prenuptial agreement, calling for a balance of substantive and relationship concerns. Marlene Mayberry and Jacques Parker are young adults planning their marriage. After dating for 3 years, they have prepared a list of 10 assets that they have decided to include in a prenuptial agreement. The items include a joint checking account, a car, an apartment, furniture, an art gallery, Jacques' artwork, a portrait of Marlene, California real estate, a $1 million inheritance, and a pet dog. Jacques and Marlene are given confidential instructions that outline specific point values and resistance points for these items. They will each be awarded "Tangible Points" for the assets they claim for themselves in the prenuptial agreement.

Two-team, six-party, four-issue negotiation between representatives of two corporations setting up a simultaneous high-tech joint venture and purchasing agreement. Advanced Sensor Technologies (AST) is a leading manufacturer of chemical sensors. Technology Equipment Partners (TEP) manufactures the type of equipment AST uses to produce its sensors. AST and TEP are meeting to set the terms of a potential joint development and purchasing agreement. Three senior executives from each company will negotiate. They will try to reach agreement on four issues: tool price, order schedule, payment schedule, and intellectual property.

Two-team, six-party, four-issue negotiation between representatives of two corporations setting up a simultaneous high-tech joint venture and purchasing agreement. Advanced Sensor Technologies (AST) is a leading manufacturer of chemical sensors. Technology Equipment Partners (TEP) manufactures the type of equipment AST uses to produce its sensors. AST and TEP are meeting to set the terms of a potential joint development and purchasing agreement. Three senior executives from each company will negotiate. They will try to reach agreement on four issues: tool price, order schedule, payment schedule, and intellectual property.

Two-team, six-party, four-issue negotiation between representatives of two corporations setting up a simultaneous high-tech joint venture and purchasing agreement. Advanced Sensor Technologies (AST) is a leading manufacturer of chemical sensors. Technology Equipment Partners (TEP) manufactures the type of equipment AST uses to produce its sensors. AST and TEP are meeting to set the terms of a potential joint development and purchasing agreement. Three senior executives from each company will negotiate. They will try to reach agreement on four issues: tool price, order schedule, payment schedule, and intellectual property.