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In a six-party negotiation exercise, the TNDA Corp. plans to sell the Elcer Products Division to one of four potential buyers (industrial, financial, U.S., German). This case contains confidential information for the TNDA Corporation management role. Challenges include how to set up and implement the most promising sale process, come up with the right deal, and choose the best tactical approach given each party's role and objectives. This negotiation exercise draws on and illustrates the "3-D Negotiation" logic of Lax and Sebenius.

In a six-party negotiation exercise, the TNDA Corp. plans to sell Elcer Products Division to one of four potential buyers (industrial, financial, U.S., German). This case contains confidential information for the RubyFibre Enterprises management role. Challenges include how to set up and implement the most promising sales process, come up with the right deal, and choose the best tactical approach given each party's role and objectives. This negotiation exercise draws on and illustrates the "3-D Negotiation" logic of Lax and Sebenius.

In a six-party negotiation exercise, the TNDA Corp. plans to sell Elcer Products Division to one of four potential buyers (industrial, financial, U.S., German). This case contains confidential information for the Elcer Divisional management role. Challenges include how to set up and implement the most promising sales process, come up with the right deal, and choose the best tactical approach given each party's role and objectives. This negotiation exercise draws on and illustrates the "3-D Negotiation" logic of Lax and Sebenius.

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Helps students develop an elevator pitch for their most important asset--themselves. Before class students are asked to interview a potential employer and to develop preliminary elevator pitches. Once in class, students work through an exercise that helps them refine their elevator pitches and better understand several key marketing principles. Leads to an engaging and thought-provoking discussion.

Introduces students to simple forms and solution techniques for real options found in corporate settings. Revised versions of problems appearing in an older problem set (293-095). The basic differences are that the new set is shorter, but also a bit more demanding.

This is the background to an exercise in negotiation. A promising venture-capital-backed company, EZAmuse Communications, is raising a B round. Its existing backer, Reality Venture Partners, would like it to raise enough for six or nine months, when it will have results on its current products and be able to raise a C round at a higher valuation. The new and talented CEO, who has succeeded with Reality in the past, would like to raise a larger amount now to avoid raising a C round (and preserve his own position). The keenest interest has come from a German firm that tends to do larger later-stage deals and would happily fund the company's entire needs. In the negotiations, explores the tradeoffs and dynamics of the situation.

Students evaluate the performance of four mutual funds and compute the cost of capital for two companies using fixed benchmarks, the CAPM, and a multifactor model of returns.

A business school graduate started The 10 Beach Hut as a sole proprietorship in January 2000. The company designed and sold beachwear in towns across Ontario, Canada. This exercise focuses on the preparation and interpretation of a cash flow statement.

Helps students develop an effective sales pitch for their greatest asset--themselves. Also, broadens their understanding of how salespeople sell products and services. Before class, students are asked to interview a potential employer and to develop a preliminary sales pitch. Once in class, students work through an exercise that helps them refine the sales pitch and better understand several key marketing principles. Leads to an engaging and thought-provoking discussion.

Students make a market in a new security, posting bid and offer prices and quantities for a new derivative security.

Students act as managers or investors. Managers have the ability to manipulate reported earnings, and investors must bid for shares taking this into account.

Provides detailed instructions to prepare for factory demonstration day. A rewritten version of an earlier exercise.

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Presents a simple model to demonstrate that bundling can act as a barrier to entry.

Provides terminology and concepts for the process of building a wooden garden shed.

Describes alternative methods of propulsion (including steering) for small crafts (canoes, row boats, etc.) and the pros and cons of each.

Exercise for INS461.

Exercise for INS461.

Exercise for INS461.