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A potential investor in General Motor's stock reviews the retiree benefit note data included in the company's 2001 financial statements as part of the investment analysis of the company.

Two fictional travel companies, SCOUT and TravelPlanner, engage in competitive bidding to acquire a third party, Travelexis. This exercise consists of three roles, one representative from each of the three companies. It is based on the actual negotiations between Headhunter (represented by Travelexis), Yahoo! (SCOUT), and CareerBuilder (TravelPlanner).

Two fictional travel companies, SCOUT and TravelPlanner, engage in competitive bidding to acquire a third party, Travelexis. This exercise is consists of three roles, one representative from each of the three companies. It is based on the actual negotiations between Headhunter (represented by Travelexis), Yahoo! (SCOUT), and CareerBuilder (TravelPlanner).

Two fictional travel companies, SCOUT and TravelPlanner, engage in competitive bidding to acquire a third party, Travelexis. This exercise consists of three roles, one representative from each of the three companies. It is based on the actual negotiations between Headhunter (represented by Travelexis), Yahoo! (SCOUT), and CareerBuilder (TravelPlanner).

Lattitude.com is a simple two-party, single-issue, primarily distributive negotiation regarding the potential sale of an internet domain name. It is designed to be negotiated entirely via e-mail, and may either be used in an online course or as a supplement to a face-to-face course. This simulation is a good vehicle for discussing the dynamics of distributive bargaining as well as the effect of the communication via email on both process and outcome.

Lattitude.com is a simple two-party, single-issue, primarily distributive negotiation regarding the potential sale of an internet domain name. It is designed to be negotiated entirely via e-mail, and may either be used in an online course or as a supplement to a face-to-face course. This simulation is a good vehicle for discussing the dynamics of distributive bargaining as well as the effect of the communication via email on both process and outcome.

Describes a marketing director about to launch a new process for demand forecasting. Provides data that allow students to do a multivariable regression analysis. A rewritten version of an earlier case.

Sets the stage for self-assessment as an integral component in the process of career development.

This exercise is designed to help students identify patterns of trust within their network of work and/or personal relationships. The exercise examines three types of trust (coomunication-based, contractual-based, and competence-based), and is intended to help students gain insight into their own propensity to trust others, as wellas their perception of the trustworthiness of the important people with whom they interact most often. The exercise is a self-assessment tool and may be used with MBA and executive audiences.

Students play the role of Steve Papa, the CEO and founder of a venture-backed enterprise software company. In the challenging financing climate of the fall of 2001, he knows that two different groups are about to submit term sheets for his company's C-round. He is trying to decide what he should aim for in the ensuing negotiation. Presents the background of the company and the lengthy battle Steve fought just to get a term sheet. He has two months of cash left and a number of issues to consider, including a founding investor's request to change the terms of a previous round.

Students play the role of Hardy Smith, one of the founding investors of a venture-backed enterprise software company. In the challenging financing climate of the fall of 2001, he is trying to decide what terms to offer the company as an insider-funded C-round. Presents the background of the company and the lengthy struggle that Hardy and the CEO endured just to get a term sheet.

Students play the role of Charlie Yie, a venture capitalist considering an investment in a venture-backed enterprise software company. In the challenging financing climate of the Fall of 2001, he is trying to decide what terms to offer the company as an outside investor leading its C-round. Presents the background of the company and the lengthy struggle that existing investors and the CEO endured just to get a term sheet.

This exercise helps students evaluate their negotiating style on traditional measures of creating versus claiming, and empathy and assertiveness. In just a few minutes, they can see where their natural style lies on a matrix.

This exercise provides an opportunity to gain insight about designing, negotiating, and responding to incentives. The setting is investment management. A class is divided into a certain number of investment firms. Each company has one CEO and begins with four portfolio managers (PMs), who manage their portfolios by choosing from a restricted set of assets. The game takes place over approximately two weeks and is divided into three periods. Each period will last from two to four days. At the end of each period, new funds flow to high-performing portfolios, wheras funds flow out of poorly performing portfolios, simulating contributions from investors. CEOs and PMs negotiate compensation arrangements and PMs may move from one company to another, subject to some costs and rules regarding how much of their portfolio they take with them to their new companies. CEOs try to maximize the value of their companies at the end of the game, whereas PMs attempt to maximize their total compensation during the game.

Sailing Voyages, Inc. is a tour boat company offering day cruises on a sailing schooner. In this exercise, the owner of the company needs to determine the amount and nature of costs and revenues with varying number of sailing voyages and a limited season of operation.

Team-based exercise designed to illustrate the use of the Internet directly by executives. Requires going on the Internet to search for information required to construct a high-tech investment portfolio.

Overview of a method for diagnosing and developing an organization's capability to achieve its goals and implement its strategy, with exercises for application. A rewritten version of an earlier exercise.

A two-party, multiple-issue dollar-scoring negotiation exercise dealing with the formation and terms of an IT-industry joint venture. Subordinates have made some progress on several issues but have reached an impasse. Division heads will now attempt to reach a resolution.

A two-party, multiple-issue dollar-scoring negotiation exercise dealing with the formation and terms of an IT-industry joint venture. Subordinates have made some progress on several issues but have reached an impasse. Division heads will now attempt to reach a resolution.

Asks students to develop criteria for selecting a Web hosting company, then to select one of three profiled in case exhibits. In choosing a hosting vendor, students represent one of two companies: one a start-up, the other an industrial-age manufacturer. By assigning some students to represent the start-up and others to represent the manufacturing company, the instructor can tease out differences in criteria for these two types of companies. The two companies might well choose different hosting providers.