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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.

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.

On December 11, 2001, China became a member of the World Trade Organization. Many say the 1999 US-China bilateral trade agreement and the vote in Congress to permanently establish normal trade relations with China paved the way for China''s WTO accession. Even though China was not a WTO member, the United States had granted China Most Favored Nation trading status (MFN) since 1979. However, under US law, China''s trade status required an annual renewal that often became a focal point in Congress for protests over human rights issues, security concerns, and the growing US trade deficit with China. In order to support China''s WTO accession, the United States had to commit to non-discriminatory treatment by agreeing to make China''s MFN status permanent-known as PNTR or Permanent Normal Trade Status-thereby giving up the right to annual reviews. The vote in Congress generated a lobbying battle on Capitol Hill of historical proportions. Why did PNTR pass? What role should trade agreements play in promoting human rights, enhancing domestic reform, encouraging the rule of law, and promoting national security? How were the US-China bilateral agreement and the PNTR vote linked to other key negotiations? What is the role of trade in advancing America''s economic interests? (Revised August 2005) HKS Case Number 1771.0

In November 1977, U.S. Air Force officials expressed mounting concern about the restrictions on their tactical capabilities that resulted from a string of problems with the new F100 engine in F-15 and F-16 fighter jets. The F100 engine, produced by Pratt and Whitney Aircraft, was a powerful new engine that played a critical role in the U.S. air-defense system. Development of the engine had started in the late 1960s, and its performance specifications pushed the envelope of the technological possibilities. Although setbacks had to be expected, there had long been a growing concern about the unreliability of the F100 engine in combat situations. The Air Force felt that Pratt had been largely unresponsive in prior discussions of these problems and was now reviewing its options.

The B case recounts the events that culminated in the development of an alternative to Pratt and Whitney's F100 jet engine. Following an initial development program, the Air Force announced a split order for 120 engines from General Electric for the F-16 and 40 engines from Pratt and Whitney for the F-15. While this order would only meet the needs for the year 1985, Secretary of the Air Force Verne Orr had decided to hold off on any long-term commitments and to observe contractor performance and field experience during the first year. A few days later, the Navy chose General Electric's F110 engine as a replacement for Pratt's TF30 in the F-14. See also the A (UV3883) and C (UV3886) cases.

Many deals that look good on paper never materialize into value-creating endeavors. Often, the problem begins at the negotiating table. In fact, the very person everyone thinks is pivotal to a deal's success--the negotiator--is often the one who undermines it. That's because most negotiators have a deal maker mind-set: They see the signed contract as the final destination rather than the start of a cooperative venture. What's worse, most companies reward negotiators on the basis of the number and size of the deals they're signing, giving them no incentive to change. The author asserts that organizations and negotiators must transition from a deal maker mentality--which involves squeezing your counterpart for everything you can get--to an implementation mind-set--which sets the stage for a healthy working relationship long after the ink has dried. Achieving an implementation mind-set demands five new approaches. First, start with the end in mind: Negotiation teams should carry out a "benefit of hindsight" exercise to imagine what sorts of problems they'll encounter 12 months down the road. Second, help your counterpart prepare. If they agree to something they can't deliver, it will affect you both. Third, treat alignment as a shared responsibility. Fourth, send one unified message. Negotiators should brief implementation teams on both sides together so everyone has the same information. And fifth, manage the negotiation like a business exercise: Combine disciplined negotiation preparation with post-negotiation reviews. Above all, companies must remember that the best deals don't end at the negotiating table--they begin there.

Outlines the conceptual framework, module structure, and service flow of an MBA course on professional services.

Discusses the compensation of professionals--partners and nonpartners--in a professional services firm. Discusses the considerations that determine the choice of compensation systems and the interrelationship between compensation and other human resources management systems in professional services firms.

Supplements the (A) case.

Supplements the (A) case.

Negotiation often presents us with choices about how best to achieve our goals.

This case comments on the responsibility of professional organizations to respond openly to public accusations of wrongdoing by its members. It briefly relates the circumstances of the sexual abuse scandal in the Boston archdiocese of the Roman Catholic Church and the American Institute of Certified Public Accountants' handling of concerns about auditor independence. The case suggests that professional associations can learn from these unsuccessful attempts to suppress public concerns about practitioners.

This series of short cases (see also UV0532) is written for use with high-school students. Da Click is a successful local rap band that has attracted the attention of the national recording company Becca Brothers. The series presents a multi-issue negotiation over the group's first recording contract. There are congruent, distributive, and integrative issues that provide an opportunity for creating and claiming value.

After MGM Mirage decides to announce publicly its bid for Mandalay Resort Group, both companies face vital decisions about how to communicate with their various stakeholders during the merger negotiations.

Supplements the (A) case.

Supplements the (A) case.

The Becca Brothers series of cases is part of the "Da Click" collection of short cases written for use with high-school students. Da Click is a successful local rap band that has attracted the attention of the national record company Becca Brothers. The situation is a multi-issue negotiation over the group's first recording contract. There are issues that are congruent, distributive, and integrative, thus presenting the opportunity for creating and claiming value.