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Since the 1960s, SMI has quietly executed a series of brilliantly negotiated takeovers throughout Europe, often acquiring companies much larger than itself. Despite formidable obstacles, SMI has managed to acquire state-owned competitors in Italy and France, as well as a tightly held semi-finished copper producer--one of Europe's largest--in "fortress" Germany, a country notoriously hostile to takeover bids from foreign firms. In an interview with the chairman of SMI's copper operations at the company's Florence headquarters, Prof. J.K. Sebenius of the Harvard Business School explores the negotiating strategies that have enabled what was once a little-known firm in Italy to consolidate a fragmented industry and become one of Europe's leading producers of semi-finished copper.

A brief introduction to simulation--what it is, why it's used, etc. Meant to set context for a first class on simulation. A rewritten version of an earlier note.

This case provides the confidential role information necessary for one person in a four-person negotiation simulation about a major corporate change. Specifically, it describes the role of David Carlson as he attempts to negotiate a new uniform corporate information system with three peers.

This case provides the confidential role information necessary for one person in a four-person negotiation simulation about a major corporate change. Specifically, it describes the role of Helen Freeman as she attempts to negotiate a new uniform corporate information system with three peers.

This case provides the confidential role information necessary for one person in a four-person negotiation simulation about a major corporate change. Specifically, it describes the role of Jack Morris as he attempts to negotiate a new uniform corporate information system with three peers.

This case provides the confidential role information necessary for one person in a four-person negotiation simulation about a major corporate change. Specifically, it describes the role of Paul Stokes as he attempts to negotiate a new uniform corporate information system with three peers.

American Home Products' (AHP) $9 billion hostile takeover of American Cyanamid (Cyanamid) was the largest mergers and-acquistions transaction in 1994, and made AHP the fourth largest pharmaceutical firm in the United States. At the time of AHP's offer, Cyanamid had already begun to restructure by selling its consumer products businesses, spinning off its chemicals division, and entering into asset swap negotiations with SmithKline Beecham. AHP entered the fray, at least in part, to block the asset swap deal. The case takes students inside the board room and describes the tension generated by the fact that Cyanamid's management and its outside directors had different views on the desirability of the takeover. At issue is whether Cyanamid's board will endorse AHP's hostile offer in spite of the fact that management does not support the offer, and instead supports a lower-valued friendly asset swap with SmithKline Beecham. After a tense and painful board meeting that lasted several days, the board voted unanimously to support the offer.

Supplements the (A) case.

Provides a follow-up to the (A) case.

In the wake of market pressure to restructure, American Cyanamid spun off its poorly performing Chemicals Unit into a new publicly traded corporation, Cytec Industries. In addition to weak operations, Cytec inherited the bulk of Cyanamid's environmental and post-retirement health-care liabilities. The market's assessment of Cytec's prospects was grim. Cytec's managers, all long-time Cyanamid employees, were enthusiastic. They believed they could implement changes in Cytec's strategy and corporate culture that would bring about dramatic performance improvement. The spin-off gave Cytec the opportunity to change management style and adopt practices that were more effective and more suitable to its businesses. This case explores the organizational and managerial implications of spin-off transactions.

Provides questionnaires so students can compare their experiences with different decison-making processes. Students read "Growing Pains," a Harvard Business Review (HBR) case study, and then work in teams to come up with recommendations using a consensus approach to decison making. The next day they use Decision-Making Exercise (B) and (C) and "Case of the Unhealthy Hospital," another HBR case study and, working in the same teams, use either a dialectical inquiry or devil's advocacy approach to decision making.

Provides questionnaires so students can compare their experiences with different decison-making processes. Students read "Growing Pains," a Harvard Business Review (HBR) case study, and then work in teams to come up with recommendations using a consensus approach to decison making. The next day they use Decision-Making Exercise (B) and (C) and "Case of the Unhealthy Hospital," another HBR case study and, working in the same teams, use either a dialectical inquiry or devil's advocacy approach to decision making.

Two psychological traps, anchoring and framing, and their role in negotiation are described. The anchoring section describes how first or opening offers can be used effectively in negotiation. Examines how opening offers serve as an anchor, changing one side's perception of the other side's bottom line and hence the set of possible outcomes. The framing section describes how framing--alternative description of an object, event, or situation--can be used effectively in negotiation. Uses a real-estate dialogue to illustrate three common varieties of framing: losses versus gains, short and long horizons, and aggregation and segregation.

Two exercises designed to illustrate the relationship between BATNAs (best alternative to a negotiated agreement) and reservation prices and three exercises that illustrate the central ideas of Pareto efficiency are presented. The BATNA exercises involve multiple negotiated alternatives and uncertainty. The Pareto efficiency exercises illustrate the value of side payments and differential valuation of issues in the creation of joint gains.

Supplements the (A) and (B) cases.

Supplements Starlite Corp.: General Information.

Includes a series of three negotiation exercises portraying management/labor relations at ABC over a period of seven years. ABC, initially a family-owned business, had prided itself on its cooperative relationship with its union, Local 190. With the skyrocketing inflation of the 1970s, management considered drastic changes. Management and labor would undergo a series of negotiations over wages, benefits, and work conditions at ABC's main plant in Deloitte, Iowa.

Includes a series of three negotiation exercises portraying management/labor relations at ABC over a period of seven years. ABC, initially a family-owned business, had prided itself on its cooperative relationship with its union, Local 190. With the skyrocketing inflation of the 1970s, management considered drastic changes. Management and labor would undergo a series of negotiations over wages, benefits, and work conditions at ABC's main plant in Deloitte, Iowa. .

Includes a series of three negotiation exercises portraying management/labor relations at ABC over a period of seven years. ABC, initially a family-owned business, had prided itself on its cooperative relationship with its union, Local 190. With the skyrocketing inflation of the 1970s, management considered drastic changes. Management and labor would undergo a series of negotiations over wages, benefits, and work conditions at ABC's main plant in Deloitte, Iowa.

Includes a series of three negotiation exercises portraying management/labor relations at ABC over a period of seven years. ABC, initially a family-owned business, had prided itself on its cooperative relationship with its union, Local 190. With the skyrocketing inflation of the 1970s, management considered drastic changes. Management and labor would undergo a series of negotiations over wages, benefits, and work conditions at ABC's main plant in Deloitte, Iowa.