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This is a four-player negotiation simulation in which a newly-privatized British water utility must deal with contentious unions and national collective-bargaining agreements. Explores the question of coalitions and multi-lateral negotiations, and the value of interlocking guarantees. This case contains the confidential information for one of the four roles.

This is a four-player negotiation simulation in which a newly-privatized British water utility must deal with contentious unions and national collective-bargaining agreements. Explores the question of coalitions and multi-lateral negotiations, and the value of interlocking guarantees. This case contains the confidential information for one of the four roles.

This is a four-player negotiation simulation in which a newly-privatized British water utility must deal with contentious unions and national collective-bargaining agreements. Explores the question of coalitions and multi-lateral negotiations, and the value of interlocking guarantees. This case contains the confidential information for one of the four roles.

This is a four-player negotiation simulation in which a newly-privatized British water utility must deal with contentious unions and national collective-bargaining agreements. Explores the question of coalitions and multi-lateral negotiations, and the value of interlocking guarantees. This case contains the confidential information for one of the four roles.

This is a four-player negotiation simulation in which a newly-privatized British water utility must deal with contentious unions and national collective-bargaining agreements. Explores the question of coalitions and multi-lateral negotiations, and the value of interlocking guarantees. This case describes what actually happened in this case.

How can framing--alternative description of an object, event, or situation--can be used effectively in negotiation? A real estate dialog is used to illustrate three common varieties of framing: losses versus gains; short and long horizons; and aggregation and segregation.

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.

Minnetonka Corp. which was founded in 1964, began as a niche player in the gift soap and novelty toiletries markets. In 1980, it entered--and managed to capture a piece of--the mass bar-soap market with pump-dispensed Softsoap liquid soap. In 1984, the company took on the toothpaste market with plaque-fighting, pump-dispensed Check-Up. This time, success was more fleeting. Minnetonka launched the hugely successful Obsession fragrance in 1985, following up with Eternity in 1988. Minnetonka's various businesses were sold over the period 1987 to 1989. Analysis suggests that the key is the use of scope--starting a new game linked to an existing game in which rival players are already established. Analysis indicates that rivals may then deliberately choose to delay imitating the innovator if they view the innovation as: 1) sufficiently unlikely to succeed in the marketplace, and 2) sufficiently close a substitute to their existing products. A rewritten version of an earlier case.

Supplements the (A) case.

The use of derivatives--a broad term referring to such diverse instruments as futures, swaps, and options--has become increasingly popular in recent years as corporations look for new and better ways to manage risk. The high-profile losses of Procter & Gamble, Metallgesellschaft, and other companies are sending an important signal to senior managers: financial decisions that were previously designed and implemented by specialists need to be monitored more closely from the very top of organizations. In "Framework for Risk Management" (November-December 1994), Kenneth A. Froot, David S. Scharfstein, and Jeremy C. Stein present a guide for helping managers develop a coherent risk-management strategy. This issue's Perspectives section opens up the discussion on derivatives to a group of experts.

Two-party, multi-issue negotiation between a human resources director and a prospective employee over terms of hire that highlight cultural differences. This is a negotiation between a recently hired computer programmer and a Human Resources Director regarding the new employee's salary, benefits, and start date.

Two-party, multi-issue negotiation between a human resources director and a prospective employee over terms of hire that highlight cultural differences. This is a negotiation between a recently hired computer programmer and a Human Resources Director regarding the new employee's salary, benefits, and start date.

Supplements Pricing for Profit: The UK Credit Card Industry in the Late 1980s (A).

Designed to be used in conjunction with Byrnes, Byrnes & Townsend. Discusses a suit brought by a woman client who was badly injured in an automobile accident and alleges that a proximate cause of the accident was faulty repairs on her car by a Patriot-insured auto shop. Contains common information about the law, the accident, witnesses, etc., but different information about the organizational context within which each negotiator must operate.

The Polish government is privatizing Cementownia Odra, a cement firm. Tomasz Budziak, a team leader, is negotiating on behalf of the Polish Ministry of Privatization. Hans-Hugo Miebach, owner of a German cement company, has made an attractive offer; a deal hinges on several issues concerning potential liabilities, a Polish tax credit, land acquisition, and the import of refuse-derived fuel. The case is designed as a simulation in which students actually negotiate, either as Budziak or Miebach, and the need to make contingent arrangements arises naturally. For both Budziak and Miebach, there is uncertainty, sometimes quite substantial, about the extent of liabilities, the likelihood of a tax credit, and the possibility of acquiring requisite quarry land. Provides general information on the Odra negotiation.

Provides private information for students assuming the role of Tomasz Budziak in a simulated negotiation of the sale of Cementownia Odra.

Provides private information for students assuming the role of Hans-Hugo Miebach in a simulated negotiation of the sale of Cementownia Odra.

This is an MIT Sloan Management Review article. In a global economy, managers constantly negotiate with people from other cultures, whether the issue is coordinating operations within a multinational firm, arranging a joint venture, or convincing a foreign government to approve construction of a plant. Yet, managers have had to rely on simplistic formulas--following lists of "dos and don'ts"--or very demanding ones--"Do as the Romans do"--to deal with the cultural aspects of these negotiations. But a number of strategies are available. The author presents these strategies according to the parties' level of familiarity with each other's cultures and the extent to which they can explicitly coordinate their strategies. These factors determine the subset of strategies that are realistically feasible for an individual manager.

A personal negotiation episode in purchasing a car is presented. Tactics and strategies commonly encountered by car buyers and car salespeople are illustrated.

In recent years, managers have become aware of how their companies can be buffeted by risks beyond their control. To insulate themselves from such risks, many companies are turning to the derivatives markets, taking advantage of instruments like forwards, futures, options, and swaps. Although heavily involved in risk management, most companies do not have clear goals underlying their hedging programs. Without such goals, using derivatives can be dangerous. The authors present a framework to guide top-level managers in developing a coherent risk-management strategy. That strategy cannot be delegated to the corporate treasurer--let alone to a hotshot financial engineer. Ultimately, a company's risk-management strategy needs to be integrated with its overall corporate strategy. A risk-management program should have one overarching goal: to ensure that a company has the cash available to make value-enhancing investments.