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The Reinsurance Negotiation case is a fictional three-party negotiation between a primary insurer and two reinsurers. The case is appropriate for use in a wide variety of courses, including Financial Institutions, Negotiations, and courses related to the Insurance and Reinsurance industry. This Teaching Note emphasizes the key learning points that are most relevant to a course on financial institutions, while also examining several key elements of negotiation strategy.

Students are required to develop a persuasion strategy for Universita' Bocconi, which is in the midst of a profound strategic redirection. Such redirection is resisted by a large number of vocal faculty members. The focus of the exercise is on framing and categorization.

This group exercise induces students to: a) recollect and share personal experiences with cognitive biases; b) reflect on how such biases can be countered. The exercise assumes that students are familiar with mental biases, especially those that might affect strategic decisions such as anchoring, confirmatory traps, overconfidence, et cetera.

The purpose of this exercise is to let students experience a few biases that can be deleterious to strategic decision-making. In particular, students are induced to fall into a confirmatory trap, and to experience other biases such as anchoring and sampling bias. Although the exercise can be performed individually, it is a better vehicle to explore how some team-level dynamics and structural choices can either increase or reduce the probability of falling into such biases. The exercise creates a situation that mirrors the one leading to the Challenger disaster.

The founders of start-up biotech company Chiral Intermediates have an important decision to make. How much money to raise? When? And from what kinds of funding sources? This exercise walks through the market for chiral intermediates (a material that reduces harmful drug side effects), this new company's business model, and its quest for seed-stage financing.

This case supplements the Darcy Gallagher Performance Coaching case by providing briefing material for the individual who is assigned to play the Darcy Gallagher role. In preparation for the meeting between Darcy Gallagher, sales manager, with his general manager regarding his annual performance review, Darcy has done a self-assessment of his performance. In addition, this supplement describes Darcy's beliefs about leadership, sensitivity to criticism and motivators.

This case supplements the Darcy Gallagher Career Coaching case by providing briefing material for the individual who is assigned to play the Darcy Gallagher role. In preparation for his meeting with his general manager about his future career path, Darcy has crafted his career development plan over the next five years.

No matter what you do later in your career, you are going to have to learn how to pitch ideas. Perhaps you will want to convince a venture capitalist to invest in your new business idea. Perhaps you will want to convince your company to develop an innovative product. Perhaps you will want to convince your board of directors that it is worth developing a new market segment. This exercise helps students practice the skill of getting other people interested in their ideas.

This simulation presents students the opportunity to experience firsthand the economics of carbon markets and permit trading. Each student has private role information about a company he or she manages. The student must make decisions about pollution-reducing investments and production levels in the face of uncertainty about pollution permit prices. Students form groups of five, and throughout the exercise students may buy or sell permits within their group. Trading outcomes dictate permit prices, and at the end of trading, each firm calculates profits and pays over pollution penalties as needed.

This simulation presents students the opportunity to experience firsthand the economics of carbon markets and permit trading. Each student has private role information about a company he or she manages. The student must make decisions about pollution-reducing investments and production levels in the face of uncertainty about pollution permit prices. Students form groups of five, and throughout the exercise students may buy or sell permits within their group. Trading outcomes dictate permit prices, and at the end of trading, each firm calculates profits and pays over pollution penalties as needed.

This simulation presents students the opportunity to experience firsthand the economics of carbon markets and permit trading. Each student has private role information about a company he or she manages. The student must make decisions about pollution-reducing investments and production levels in the face of uncertainty about pollution permit prices. Students form groups of five, and throughout the exercise students may buy or sell permits within their group. Trading outcomes dictate permit prices, and at the end of trading, each firm calculates profits and pays over pollution penalties as needed.

This simulation presents students the opportunity to experience firsthand the economics of carbon markets and permit trading. Each student has private role information about a company he or she manages. The student must make decisions about pollution-reducing investments and production levels in the face of uncertainty about pollution permit prices. Students form groups of five, and throughout the exercise students may buy or sell permits within their group. Trading outcomes dictate permit prices, and at the end of trading, each firm calculates profits and pays over pollution penalties as needed.

This simulation presents students the opportunity to experience firsthand the economics of carbon markets and permit trading. Each student has private role information about a company he or she manages. The student must make decisions about pollution-reducing investments and production levels in the face of uncertainty about pollution permit prices. Students form groups of five, and throughout the exercise students may buy or sell permits within their group. Trading outcomes dictate permit prices, and at the end of trading, each firm calculates profits and pays over pollution penalties as needed.

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In this role play case, you are the new general manager of the Elmwood Group and have scheduled a meeting with your direct report, Darcy Gallagher, who is a sales manager. Gallagher, who had been consistently rated as an exceptional performer over his career at Elmwood, excels in business development, problem solving and customer focus and delivers strong results. However, Gallagher has significant gaps in his leadership competencies and skills, and in your view, he meets, not exceeds, current job requirements. Gallagher's prior managers have vaguely referenced his need to improve his "soft skills" but have not followed up with him. For a proud, over-rated manager like Gallagher, recognizing and accepting the gap between perception and reality will not be an easy pill to swallow. Gallagher, who believes that he has sponsors in higher places, may challenge the general manager's authority.

This role play case follows the case "Darcy Gallagher: Performance Coaching Discussion." You are the new general manager of the Elmwood Group and four weeks ago you conducted a performance review with your direct report, Darcy Gallagher, who is a sales manager, and outlined three leadership gaps that Gallagher needed to address. The purpose of this meeting is to discuss Gallagher's career aspirations at Elmwood Group. In advance of your meeting, Gallagher has submitted his career development plan to you and he aspires to be a vice-president at Elmwood, which is unrealistic. In this career coaching discussion, Gallagher needs a reality check about his career plan, and his capability and motivation to develop the strong skills in leading and developing people that are required in leadership roles.

This exercise is based on the popular group game "Mafia" and is designed to give students a broad introduction to multiple theories of influence and to challenge their instincts about which techniques are the most powerful and how they may be employed. In this version, two section-mates have been linked to the vandalizing of school property. Students are secretly assigned to different roles (e.g., Moderator, Vandals, Leadership and Values Representative, and Innocent Section Members), and the object of the game is for the players to debate the identities of the Vandals and vote to eliminate suspects.

The Salty Snacks case is a data analysis exercise using Excel. The case uses real data from a consumer goods panel. It presents the student with a table of purchase duplications for a set of salty snack brands, and the student's task is to identify the competitive structure of the market, that is, which brands compete more intensely with each other. The task is similar to what brand managers in consumer goods companies face on a regular basis. The case provides excellent skill development in Excel, is instructive about how to analyze competition and informs students about an empirical generalization in marketing: the Duplication of Purchase Law.

The Salty Snacks case is a data analysis exercise using Excel. The case uses real data from a consumer goods panel. It presents the student with a table of purchase duplications for a set of salty snack brands, and the student's task is to identify the competitive structure of the market, that is, which brands compete more intensely with each other. The task is similar to what brand managers in consumer goods companies face on a regular basis. The case provides excellent skill development in Excel, is instructive about how to analyze competition and informs students about an empirical generalization in marketing: the Duplication of Purchase Law.