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  • All HBS Web  (4,548)
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  • December 2018
  • Teaching Note

The Campbell Home (A), (B), and (C)

By: Leslie John
Email mking@hbs.edu for a courtesy copy.

Teaching Note for HBS Nos. 918-017, 918-018, and 918-019. Campbell siblings Thomas and Sally are faced with selling their childhood home. They need to make several... View Details
Keywords: Agents; Bidding Process; Negotiation; Negotiation Process; Negotiation Preparation; Negotiation Participants; Valuation; Real Estate Industry; United States
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John, Leslie. "The Campbell Home (A), (B), and (C)." Harvard Business School Teaching Note 919-012, December 2018. (Email mking@hbs.edu for a courtesy copy.)
  • January 1999
  • Exercise

Seneca Systems (B): General and Confidential Instructions for C. Stevens, Vice President, Assembly Division

Seneca is a three-party negotiation-mediation simulation. The context is a product failure crisis in a manufacturing company with highly autonomous units. The heads of two divisions are in a dispute over who has responsibility for failures in a key product. The head of... View Details
Keywords: Negotiation Participants; Business Divisions; Power and Influence; Manufacturing Industry
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Watkins, Michael D. "Seneca Systems (B): General and Confidential Instructions for C. Stevens, Vice President, Assembly Division." Harvard Business School Exercise 899-174, January 1999.
  • January 1999
  • Exercise

Seneca Systems (B): General and Confidential Instructions for Dr. D. Monosoff, Vice President, Data Devices Division

Seneca is a three-party negotiation-mediation simulation. The context is a product failure crisis in a manufacturing company with highly autonomous units. The heads of two divisions are in a dispute over who has responsibility for failures in a key product. The head of... View Details
Keywords: Negotiation Participants; Business Divisions; Power and Influence; Manufacturing Industry
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Watkins, Michael D. "Seneca Systems (B): General and Confidential Instructions for Dr. D. Monosoff, Vice President, Data Devices Division." Harvard Business School Exercise 899-173, January 1999.
  • January 1999
  • Exercise

Seneca Systems (A): General and Confidential Instructions for Dr. D. Monosoff, Vice President, Data Devices Division

Seneca is a three-party negotiation-mediation simulation. The context is a product failure crisis in a manufacturing company with highly autonomous units. The heads of two divisions are in a dispute over who has responsibility for failures in a key product. The head of... View Details
Keywords: Negotiation Participants; Business Divisions; Power and Influence; Manufacturing Industry
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Watkins, Michael D. "Seneca Systems (A): General and Confidential Instructions for Dr. D. Monosoff, Vice President, Data Devices Division." Harvard Business School Exercise 899-170, January 1999.
  • January 1999
  • Exercise

Seneca Systems (A): General and Confidential Instructions for R. Thompson, Vice President, Marketing

Seneca is a three-party negotiation-mediation simulation. The context is a product failure crisis in a manufacturing company with highly autonomous units. The heads of two divisions are in a dispute over who has responsibility for failures in a key product. The head of... View Details
Keywords: Negotiation Participants; Business Divisions; Power and Influence; Manufacturing Industry
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Watkins, Michael D. "Seneca Systems (A): General and Confidential Instructions for R. Thompson, Vice President, Marketing." Harvard Business School Exercise 899-169, January 1999.
  • July 2000 (Revised October 2019)
  • Exercise

Riggs-Vericomp Negotiation (B): Confidential Information for VERICOMP (Buyer)

By: Michael Wheeler
The seller (Riggs Engineering) manufactures and services recycling equipment for the computer industry. The buyer (Vericomp) uses solvents in manufacturing chips. Though set in a high-tech industry, this exercise illustrates fundamental aspects of negotiation analysis... View Details
Keywords: Agreements and Arrangements; Negotiation Participants; Negotiation Tactics; Value Creation; Computer Industry
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Wheeler, Michael. "Riggs-Vericomp Negotiation (B): Confidential Information for VERICOMP (Buyer)." Harvard Business School Exercise 801-097, July 2000. (Revised October 2019.)
  • January 2002 (Revised June 2002)
  • Background Note

The Rise and Decline of e-Consulting

By: Ashish Nanda and M. Julia Prats
E-consulting began as a specialized consulting service in the late 1990s. In January 2000, more than 100 firms were characterized as e-consultants. By December 2001, more than 50% of these firms had disappeared. This case tracks the rapid rise and sharp decline of... View Details
Keywords: Internet and the Web; Market Participation; Consulting Industry
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Nanda, Ashish, and M. Julia Prats. "The Rise and Decline of e-Consulting." Harvard Business School Background Note 902-175, January 2002. (Revised June 2002.)
  • July–August 2016
  • Article

How to Negotiate with a Liar

By: Leslie John
People, including negotiators, lie every day, so when you're trying to make a deal, it's important to defend against deception. The best strategy, says the author, is to focus not on detecting lies but on preventing them. She outlines five tactics that research has... View Details
Keywords: Negotiation Tactics; Negotiation Participants
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John, Leslie. "How to Negotiate with a Liar." Harvard Business Review 94, nos. 7-8 (July–August 2016): 114–117.
  • March 1998 (Revised August 2000)
  • Case

Bumper Acquisition (C), A

By: James K. Sebenius and David T. Kotchen
Carries the negotiation between Thermo-Impact and Medallion Capital through October 1996. The companies began talks in 1995 when Medallion offered to buy Thermo-Impact. Students view developments from the perspective of Thermo-Impact's owners and must make decisions... View Details
Keywords: Decisions; Negotiation Process; Negotiation Participants; Entrepreneurship; Acquisition; Manufacturing Industry; Auto Industry; Illinois
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Sebenius, James K., and David T. Kotchen. "Bumper Acquisition (C), A." Harvard Business School Case 898-201, March 1998. (Revised August 2000.)
  • March 2024
  • Teaching Note

Sonder Holdings Inc.: Using Technology to Solve Hospitality's Frictions

By: John A. Deighton and Leora Kornfeld
Teaching Note for HBS Case No. 922-039. Digital disruption is challenging the hospitality industry. Traditional hotels face competition from platforms, most visibly Airbnb but also the homeshare divisions of online travel agencies such as Expedia and Booking.com, that... View Details
Keywords: Digital Platforms; Disruptive Innovation; Competition; Market Participation; Accommodations Industry
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Deighton, John A., and Leora Kornfeld. "Sonder Holdings Inc.: Using Technology to Solve Hospitality's Frictions." Harvard Business School Teaching Note 924-302, March 2024.
  • February 2006 (Revised March 2006)
  • Case

Negotiating on Thin Ice: The 2004-2005 NHL Dispute (A)

By: Deepak Malhotra and Maly Hout
On September 15, 2004, the existing collective bargaining agreement (CBA) between the National Hockey League (NHL) and the National Hockey League Players' Association (NHLPA) expired. Because the two sides had failed to negotiate a new CBA by that date, NHL... View Details
Keywords: Negotiation Tactics; Negotiation Participants; Trust; Sports; Compensation and Benefits; Sports Industry; United States
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Malhotra, Deepak, and Maly Hout. "Negotiating on Thin Ice: The 2004-2005 NHL Dispute (A)." Harvard Business School Case 906-038, February 2006. (Revised March 2006.)
  • July 2008 (Revised October 2024)
  • Supplement

UpDown: Confidential Instructions for PHUC

By: Noam Wasserman and Deepak Malhotra
Michael Reich is having severe doubts about how he split the equity with his co-founders two months ago, when they completed a one-page "November Agreement." Since then, Michael has found an angel investor and has worked non-stop on the business, while one co-founder... View Details
Keywords: Negotiation Participants; Agreements and Arrangements; Business Startups; Ownership Stake
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Wasserman, Noam, and Deepak Malhotra. "UpDown: Confidential Instructions for PHUC." Harvard Business School Supplement 809-023, July 2008. (Revised October 2024.)
  • January 2018
  • Teaching Note

C.W. Dixey & Son

By: Anat Keinan and Michael B. Beverland
Teaching Note for HBS No. 517-019. View Details
Keywords: Luxury Branding; Authenticity; Inconspicuous Consumption; Brand Positioning; Brand Revitalization; Eyeyewear; Market Entry and Exit; Luxury; Market Participation; Brands and Branding; Consumer Products Industry
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Keinan, Anat, and Michael B. Beverland. "C.W. Dixey & Son." Harvard Business School Teaching Note 518-072, January 2018.
  • 2008
  • Working Paper

Opening Platforms: How, When and Why?

By: Thomas R. Eisenmann, Geoffrey Parker and Marshall Van Alstyne
Platform-mediated networks encompass several distinct types of participants, including end users, complementors, platform providers who facilitate users' access to complements, and sponsors who develop platform technologies. Each of these roles can be opened-that... View Details
Keywords: Decision Choices and Conditions; Governance Controls; Market Participation; Digital Platforms
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Eisenmann, Thomas R., Geoffrey Parker, and Marshall Van Alstyne. "Opening Platforms: How, When and Why?" Harvard Business School Working Paper, No. 09-030, September 2008.
  • 1998
  • Chapter

Can Negotiators Outperform Game Theory?

By: M. H. Bazerman, R. Gibbons, L. Thompson and K. L. McGinn
Keywords: Negotiation Participants; Game Theory; Performance
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Bazerman, M. H., R. Gibbons, L. Thompson, and K. L. McGinn. "Can Negotiators Outperform Game Theory?" Chap. 4 in Debating Rationality: Nonrational Aspects of Organizational Decision Making, edited by J. Halpern and R. N. Stern, 78–98. Ithaca, NY: ILR Press, 1998. (Reprinted in A. Rau, E. Sherman, & S. Peppet (Eds.), Processes of Dispute Resolution, Foundation Press, 2002.)
  • October 2013
  • Case

Pearle Vision: Clearly Different?

By: Rajiv Lal and Natalie Kindred
Ohio-based optical retailer Pearle Vision, part of the vertically integrated Italian eyewear group Luxottica, sold glasses and offered in-store eye exams. Once the largest U.S. optical retailer, Pearle Vision, with 266 corporate stores and 356 franchised stores in... View Details
Keywords: Eye Care; Competitive Advantage; Market Participation; Retail Industry; Health Industry; United States
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Lal, Rajiv, and Natalie Kindred. "Pearle Vision: Clearly Different?" Harvard Business School Case 514-015, October 2013.
  • April 2009 (Revised April 2009)
  • Case

Immusol and Novartis

By: Regina E. Herzlinger, Keyne M. Monson, Juan D. Betancourt and Victor Li
Should Immusol strive to become a fully integrated pharmaceutical company? How should a small pharmaceutical company structure a deal for its novel technology with the giant Novartis? View Details
Keywords: Technological Innovation; Rights; Negotiation Deal; Negotiation Participants; Alliances; Pharmaceutical Industry
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Herzlinger, Regina E., Keyne M. Monson, and Juan D. Betancourt. "Immusol and Novartis." Harvard Business School Case 303-038, April 2009. (Revised from original October 2002 version.)
  • October 2011
  • Article

Concentrating on Governance

By: Dalida Kadyrzhanova and Matthew Rhodes-Kropf
This paper develops a novel trade-off view of corporate governance. Using a simple model that integrates agency costs and bargaining benefits of management friendly provisions, we identify the economic determinants of the resulting trade-offs for shareholder value.... View Details
Keywords: Market Participation; Corporate Governance; Business and Shareholder Relations
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Kadyrzhanova, Dalida, and Matthew Rhodes-Kropf. "Concentrating on Governance." Journal of Finance 66, no. 5 (October 2011): 1649–1685.
  • April 2011
  • Teaching Note

Prediction Markets at Google (TN)

Teaching Note for 607088. View Details
Keywords: Interests; Forecasting and Prediction; Market Participation; Information Technology Industry
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Coles, Peter A. "Prediction Markets at Google (TN)." Harvard Business School Teaching Note 911-070, April 2011.
  • August 2016 (Revised November 2016)
  • Case

C.W. Dixey & Son

By: Anat Keinan and Michael B. Beverland
C.W. Dixey & Son is about to be relaunched as a luxury eyewear brand after a fifty-year absence from the marketplace. This case focuses on reviving a dormant brand with a 200-year plus heritage of innovation, craft excellence, and luxury. Drawing on extensive... View Details
Keywords: Luxury Branding; Authenticity; Inconspicuous Consumption; Brand Positioning; Brand Revitalization; Eyeyewear; Market Entry and Exit; Luxury; Market Participation; Brands and Branding; Consumer Products Industry
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Keinan, Anat, and Michael B. Beverland. "C.W. Dixey & Son." Harvard Business School Case 517-019, August 2016. (Revised November 2016.)
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