C O U R S E M A T E R I A L S

2012

Articles

Books & Chapters

Cases

Course Modules

Online Courses

Simulations

NEGOTIATION

Harvard Business Publishing serves the finest learning institutions worldwide with a comprehensive catalog of case studies, journal articles, books, and eLearning programs, including online courses and simulations. In addition to material from Harvard Business School and Harvard Business Review, we also offer course material from these renowned institutions and publications:

� Babson College

� Business Enterprise Trust

� Business Expert Press

� Business Horizons Magazine

� California Management Review

� Darden School of Business

� Design Management Institute

� HEC Montréal Centre for Case Studies

� IESE Business School

� INSEAD

� International Institute for Management Development (IMD)

� Ivey School of Business

� John F. Kennedy School of Government

� Kellogg School of Management

� North American Case Research Association

� Perseus Books

� Princeton University Press

� Rotman Magazine

� Sloan Management Review

� Social Enterprise Knowledge Network

� Stanford Graduate School of Business

� Thunderbird School of Global Management

� Tsinghua University

� University of Hong Kong

Customer service is available 8 am to 6 pm ET, Monday through Friday. Phone: 1-800-545-7685 (1-617-783-7600 outside the U.S. and Canada)

Tech support is available 8 am to 8 pm ET, Monday through Friday. Phone: 1-800-810-8858 (1-617-783-7700 outside the U.S. and Canada)

Email: custserv@hbsp.harvard.edu Web: hbsp.harvard.edu

CASES

Cases, slices of business life, focus on actual problems and decisions facing a company. Students are challenged to put themselves in the protagonist’s place and suggest business strategies, tactics, and solutions.

New Cases

Esquel Group: Building a Sustainable Partnership with Cotton Farmers in Xinjiang (A) Esquel Group, a leading manufacturer of clothing, believes that success requires investment in its employees and the societies it operates in. As the company increases its business in China, a capital and labor-intensive market, the Esquel chairman is worried the company may not succeed with its current business model. TN Harvard Business School #911031

The Israeli-Palestinian Negotiating Partners: 2010 Strategic Reassessment In 2010, the Israeli-Palestinian Negotiating Partners face organizational, strategic, and funding challenges in the wake of changes in the regional politics, the funding environment, and the conflict itself. The Harvard Negotiation Project is helping to assess the situation and assist the unique initiative in redefining its negotiation strategy. Harvard Business School #911025

Everything or Nothing: Martti Ahtisaari and the Aceh Negotiations (A) Longtime diplomat Martti Ahtisaari is planning negotiations to end a decades-long conflict between insurgents and the Indonesian government. Having been involved in some of the worst conflicts in the world, Ahtisaari and his team know they have a significant challenge ahead with bitter and distrustful parties on both sides. Harvard Business School #911040

Acumen Fund and Embrace: From the Leading Edge of Social Venture Investing For many years Joan Chen had known and sought guidance from Brian Trelstad, CIO of a venture capital firm. Chen, the CEO of nonprofit Embrace, was now potentially seeking something very different from Trelstad— funding. Students explore the possibilities of a financial partnership between the two executives and the many questions brought about by the potential negotiation. TN Stanford Graduate School of Business #SM191

The K-Dow Petrochemicals Joint Venture In 2007, the Dow Chemical Company and the Kuwait Petroleum Corporation announce plans to launch a multibillion-dollar partnership. The resulting joint venture, K-Dow Petrochemicals, is one of the largest chemicals and plastics manufacturers in the world. In this case, the CEO of Dow is preparing to respond to an interview request summarizing the deal. Harvard Business School #912002

Corporate Avenue Camille Ping is responsible for a project being built in Hong Kong by developer Shui On Group. Her first task is to complete a delicate lease negotiation with a large multinational corporation. Ping, known by members of her team as the “Iron Lady,” thinks this deal will be a major coup but she must work through a tough negotiation first. Harvard Business School #812056

H B S P . H A R VA R D . E D U 1 TN Teaching Note Available

2 N E G O T I AT I O N • 2 0 1 2

Popular Cases

Beauregard Textile Co. Beauregard Textile Co. must decide on a price for a textile. Previously, the textile lost significant market share as a result of a price increase. Information on the manufacturing costs and pricing behavior of Beauregard and its only competitor are presented and the case poses a prisoner’s dilemma for the two firms. TN Harvard Business School #191058

C.K. Coolidge, Inc. (A)Coolidge, a chemical manufacturer, is being sued for patent infringement by the patent holder and its sole licensee, which is also a Coolidge competitor. A Coolidge analyst has done breakeven decision analysis to weigh the option of going to court against settling out of court. The case covers a quantitative approach to a decision problem and the importance of understanding the position of all parties in a negotiation. TN Harvard Business School #894017

Frasier (A)In 2001, NBC enters into contract negotiations with Paramount Television Group to keep the hit show “Frasier” on the network. If NBC does not agree to a substantially higher license fee, then Paramount could move the show to its sister network, CBS. This case follows the NBC West Coast EVP’s analysis of the situation. TN Harvard Business School #801447

L.L. Bean, Inc.: Item Forecasting and Inventory ManagementL.L. Bean must make critical stocking decisions on catalog items. Most orders must be placed with vendors at least twelve weeks before a catalog lands. As a result, L.L. Bean suffers over $20 million in losses annually due to stock-outs or liquidations. How can L.L. Bean make buying decisions that balance costs with uncertain demands? TN Harvard Business School #893003

Luna Pen (A)A possible trademark infringement issue between a German conglomerate and a Taiwanese trading firm raises questions on how to approach bargaining. Students examine, identify, and evaluate key tactical choices in opening a possible negotiation. They are also exposed to gender, cultural, and power issues in bargaining and the relationship between negotiation tactics and a company’s long-term strategy. TN Harvard Business School #396156

Æ Find more cases at hbsp.harvard.edu

ROLE PLAYS

Role Plays help students develop their decision-making skills by setting up realistic business challenges that require students to use negotiation techniques to work out the best possible solutions. Each Role Play is accompanied by a comprehensive Teaching Note.

Adam Baxter Co.Students must negotiate contracts between ABC management and its unions. There are five labor-related issues to discuss—worker autonomy, incentives, escalator clause, location of a new plant, and wages and benefits. Two Roles, Three Negotiations: #396318, #396319, #396321, #396322, #396324 #396325, #396326

H B S P . H A R VA R D . E D U 3

BCPC Internet Strategy TeamHigh stakes, deep uncertainty, and differences in expertise and perspective converge as a cross-functional management team must decide whether to launch a high-speed Internet access service. Six Roles: #604035, #604036, #604037, #604038, #604039, #604040, #604041

Discount and HawkinsStudent teams represent either a developer of a proposed new shopping center or a major retail chain in a difficult negotiation. They must make one last effort to break an impasse on a lease clause. Two Roles: #898130, #898131

Hamilton Real EstateStudents play one of two roles in the purchase and sale of a property: CEO of Estate One or Executive VP of Pearl Investments. The goal is to negotiate the best possible price in this zero-sum negotiation. Two Roles: # 905052, #905053

NEW! Negotiation in China: How Universal? U.S.-based Universal Studios must negotiate with the Chinese central government in order to build its first theme park in China. Considerations such as location, size, and local employment obligations must be decided in a cross-cultural negotiation. Two Roles: #HKU956

Negotiating Corporate ChangeStudents play different roles in negotiating a task force’s approach to major cost-cutting initiatives at Rosewell Corp. The dilemma? All participants must agree on the approach. Four Roles: #897057, #897058, #897059, #897060

NEW! Negotiating Equity Splits at UpDownEntrepreneur Michael Reich has severe doubts about his equity split with the co-founders of UpDown. Reich sends his partners a proposal that will give him a larger share of the profits by reallocating equity, and all three must face reopening a negotiation they thought was final. Three Roles: #809020, #809021, #809022, #809023

NEW! Reed—YPEC NegotiationAmerican drill bit supplier Reed Oilwell is looking to expand into South America. YPEC, an Ecuadorian oil field company, wants Oilwell bits for its top customer. The two companies enter into a cross-cultural negotiation. Two Roles: #TB0239, #TB0241

Pacific SentinelStudents play one of two roles in a multi-issue negotiation regarding the strategic direction that Pacific Sentinel, a midsized newspaper, should take. Two Roles: #903133, #903136

RetailSoftThis two-party negotiation involves an MBA who has two job offers at RetailSoft and one of the company’s hiring managers as they negotiate the job offer and salary compensation. Three Roles: #905003, #905004, #905005

Riggs-VericompA manufacturer of computer recycling equipment must negotiate with a solvent producer on price, service delivery, and payment schedule. The goal of the negotiators is to maximize net value compared to an existing deal on the table. Two Roles: #801096, #801097

TN Teaching Note Available

4 N E G O T I AT I O N • 2 0 1 2

Salt HarborSalt Harbor is a two-party negotiation between a bed-and-breakfast and an incoming coffee chain. Students are paired to negotiate the best possible use of vacant land owned by the chain and located next to the bed-and-breakfast. Two Roles: #800077, #800078

Showdown on the WaterfrontNew technology underlies a protracted contract dispute between West Coast longshoremen and their employers. Possible economic consequences lead to government intervention. Two Roles: #904045, #904067

WindhamStudents play either the executor of Mr. Abbott’s will or the representative of Barkley Homes, which is interested in making an offer on the Abbott estate in this value creation exercise. Four Roles: #800087, #800088, #800089, #800090, #800091

WineMaster.comStudents negotiate the sale of a small e-commerce company, WineMaster.com, to a larger e-commerce company, HomeBase.com. Negotiations cover four issues including stock options, vesting, a board seat, and ownership of liability. Two Roles: #800249, #800250

Æ Find more Role Plays at hbsp.harvard.edu

ARTICLES

Articles from Harvard Business Review and other renowned journals provide up-to- the-minute ideas from the best business thinkers.

New Articles

Extreme Negotiations The authors of this article outline five core strategies that military negotiators use to resolve conflicts and influence others: maintaining a big-picture perspective; uncovering hidden agendas to encourage collaboration; using facts and fairness to get buy-in rather than grudging support; building trust; and focusing on process as well as outcomes. These strategies provide students with a framework they can use in complex negotiations. Harvard Business Review #R1011C

How to Manage Your Negotiating TeamTo negotiate with another party successfully and avoid sabotaging its own efforts, a team must first negotiate internally to align member interests and develop a disciplined bargaining strategy. The authors outline four steps to manage a negotiation team and suggest team role play to reinforce these steps and students experience the powerful advantages of working as a cohesive group at the bargaining table. Harvard Business Review #R0909M

In Praise of the Handshake The idea of making a deal with just a handshake can make many people uncomfortable. When it comes to vendors, partners, advisers, employees, or customers, most believe that incomplete contracts are reckless. Many contracts are made airtight to lower the chance for misunderstanding and uncertainty. The authors of this article offer that complete

H B S P . H A R VA R D . E D U 5

contracts also have flaws and an increasing dependence on detailed contracts comes with a downside. Harvard Business Review #F1103F

Investigative NegotiationNegotiators often fail because they put too much effort into selling their own position and too little into understanding the other party’s perspective. This article outlines five principles of negotiation to help students develop an investigative methodology for negotiation in order to get the best possible deal. Harvard Business Review #R0709D

Trips and Tips for Negotiation Self-Defense: Forewarned Is Forearmed This article offers practical advice for dealing with negotiation tactics that are duplicitous, unethical, or unprincipled. Both brutally effective and rarely illegal, such tactics are important to understand. The authors do not encourage the same behavior, but instead provide guidelines on self-defense in a negotiation context to avoid and weaken the consequences of these behaviors. Business Horizons #BH419

Why Dick and Jane Don’t Ask: Getting Past Initiation Barriers in NegotiationsNegotiation is an essential skill for success. Yet many individuals lack the confidence, motivation, or training to know how and when to initiate it. This article discusses three tactics to overcome barriers to negotiation initiation—mental preparation, positioning prior to and at the point of the negotiation, and verbal craftsmanship during the delivery of a request. Business Horizons #BH361

Popular Articles

Breakthrough BargainingShadow negotiations are the unspoken, subtle parts of a bargaining process that can set the tone for a successful negotiation. The authors of this article, Deborah Kolb and Judith Williams, offer students three strategies they can use to guide these hidden interactions: power moves, process moves, and appreciative moves. Harvard Business Review # R0102F

Getting Past Yes: Negotiating as if Implementation MatteredThis article proposes that negotiators are often too focused on closing the deal and not on creating value long after the ink has dried. To overcome this deal-maker approach, students must adopt an implementation mind-set by learning how to begin negotiations with the end in mind, help counterparts prepare, treat alignment as a shared responsibility, send one unified message, and manage the negotiation like a business exercise. Harvard Business Review #R0411C

Hidden Challenge of Cross-Border NegotiationsDecision-making and governance processes can vary widely from culture to culture, not only in terms of legal technicalities but also in terms of the behaviors and core beliefs that drive them. By mapping out the decision-making process—including who’s involved, what formal and informal roles people play, and how a resolution is actually reached—managers can form a strategy that anticipates cross-border obstacles before they arise. Harvard Business Review #R0203F

Six Habits of Merely Effective NegotiatorsThis article compares good negotiating practices with bad, providing examples from the business world and insights from 50 years of research on negotiation. The author describes six common mistakes to be avoided in negotiation—neglecting the other parties’ problems, letting price bulldoze other interests, letting positions drive out interests, searching too hard for common ground, neglecting no-deal alternatives, and failing to correct for skewed vision. Harvard Business Review #R0104E

TN Teaching Note Available

When to Walk Away from a DealComprehensive due diligence practices are important in good deal making. Four questions—What are we really buying? What is the target’s stand-alone value? Where are the synergies and the skeletons? And what’s our walk-away price?—can enforce discipline in the due diligence process, helping students learn how to make informed acquisition decisions. Harvard Business Review #R0404F

Æ Find more articles at hbsp.harvard.edu

SIMULATIONS

Online simulations present real-world management challenges for students and encourage classroom interaction and discussion. Results are available immediately for a comprehensive debrief session. All simulations include a detailed Teaching Note.

Finance Simulation: M&A in Wine CountryStudents play the role of CEO at one of three publicly traded wine producers. Each player evaluates merger and acquisition opportunities among the three companies, determines reservation prices and value targets, and negotiates deal terms before deciding to accept or reject final offers. #3289

Finance Simulation: Blackstone/CelaneseThis simulation re-creates the landmark acquisition of Celanese AG by the Blackstone Group in 2003. Students take on the role of Blackstone or Celanese and conduct due diligence, establish deal terms, respond to bids and counterbids, and consider the interests of other stakeholders. #3712

Strategy Simulation: Competitive Dynamics and WintelStudents are exposed to the dynamics of cooperation and competition between two different businesses. Playing the role of Microsoft or Intel, students determine release schedules and pricing. They must also consider the risks and benefits of coordinating schedules and frequency of product releases, especially since asymmetries in profit potential are weighted in favor of Microsoft. #710802

Æ Find more simulations at hbsp.harvard.edu

6 N E G O T I AT I O N • 2 0 1 2

ONLINE COURSES

Available in sectionsOnline courses introduce complex subjects and can be used in advanced undergraduate business courses, as prematriculation requirements for MBAs, or assigned as homework over a semester or year. Online courses are available as complete courses or in sections.

Mathematics for ManagementReviews key mathematics concepts and skills used in the MBA curriculum and in business.

� Complete Course #3350 � Algebra Section #6004 � Calculus Section #6006 � Statistics Section #6007 � Probability Section #6008 � Finance Section #6009

Spreadsheet ModelingDemonstrates how to use Excel functionality to solve business problems.

� Complete Course #3252 � Introductory Section #6010 � Advanced Section #6011

Æ Find more online courses at hbsp.harvard.edu

VIDEO SUPPLEMENTS

Video supplements give students insight into a case as they view a class visit from a CEO, a factory tour, or interviews with prominent business visionaries. Available on DVD. Many video supplements are accompanied by a Teaching Note. Video supplements in Organizational Behavior include:

� ADR Choices Video (Alternative Dispute Resolution Vignettes) � Discount and Hawkins: Openings � Discount and Hawkins: Critical Moments � Jack Valenti Negotiating for the Motion Picture Association � Nonverbal Communication: Distinguishing Truth and Lies � Tom Muccio: Negotiating the P&G Relationship with Wal-Mart

Æ Find more video supplements at hbsp.harvard.edu

H B S P . H A R VA R D . E D U 7 TN Teaching Note Available

BOOKS & CHAPTERS

Individual chapters may be integrated into course materials, while books may serve as primary class texts.

Built to Win: Creating a World-Class Negotiating OrganizationCompanies that consistently negotiate agreements in ways that protect key relationships enjoy an important competitive advantage. This book provides a step-by-step model and practical how-to tools for building competence in negotiations. Available in chapters #1047

The Point of the Deal: How to Negotiate When “Yes” Is Not EnoughConcentrating on getting the deal done and not on achieving value once the deal is implemented creates lost opportunity in negotiation. With examples from multiple industries, countries, and functions, this text covers how to avoid this problem by crafting a negotiation implementation mind-set. Available in chapters #2335

Shaping the Game: The New Leader’s Guide to Effective NegotiatingIn this book, Michael D. Watkins draws four fundamental objectives from extensive research and his own experience to guide new leaders in negotiation: create the most possible value, capture value for yourself and your company, maintain key relationships, and preserve your reputation. Watkins provides strategies for becoming a top negotiator, including how to match negotiation strategy to the situation, influence the perspectives of key counterparts, shape negotiation outcomes in your favor, and create an effective learning discipline. #2521

Æ Find more books and chapters at hbsp.harvard.edu

8 N E G O T I AT I O N • 2 0 1 2

GENERAL PUBLIC

ACADEMIC DISCOUNT

SAVE YOUR STUDENTS UP TO 60% WITH YOUR ACADEMIC DISCOUNT

■■■ Register as a Premium Educator at hbsp.harvard.edu.

■■■ Design a coursepack with content from our collection.

■■■ Make the coursepack available to students.

■■■ Students receive your academic discount and save up to 60% on course materials.

HERE’S HOW TO SHARE THE DISCOUNT:

BUILD A COURSEPACK NOW: hbsp.harvard.edu

Simulations $37.50 $12.50

Online Courses $38.00–$129.00 $19.00–$64.50

Online Course Sections $16.00–$69.00 $8.00–$34.50

Online Tutorials $12.00 $6.00

Multimedia Cases $20.00 $7.00

Similar discounts apply to all teaching materials at hbsp.harvard.edu. Prices subject to change without notice.

© 2012 Harvard Business School Publishing.

Harvard Business Publishing is an affiliate of Harvard Business School.

Product #M11198 MC171320112

EDUCATORS Get updates from us at Twitter@HarvardBizEdu