Publications
Publications
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- All HBS Web
(727)
- Faculty Publications (227)
- March 2016 (Revised October 2018)
- Case
Project Deutschland: Unpeeling the Onion of a Distressed Real Estate Portfolio
By: Nori Gerardo Lietz and Ricardo Andrade
James Tallest analyzed the opportunity to invest in a distressed portfolio of high quality properties in Germany by acquiring one or more non-performing loans from Deutschland Bank. While he considers the many aspects of the deal that is about to unfold, he must decide... View Details
- February 2016
- Case
Hon Hai's Investment in Sharp
By: Mihir A. Desai, Keith Chi-ho Wong and Zachary Markovich
In March 2012, Hon Hai Precision Industry Company, Ltd. (Hon Hai) announced its investment in the Sharp Corporation (Sharp). The deal was structured in two parts: the first had Hon Hai investing in Sharp, and the second involved Hon Hai founder, chairman, and CEO Terry... View Details
Keywords: Hon Hai; Sharp; LCD-TFT; East Asia; Net Present Value; Acquisitions; Valuation; Negotiation Deal; Acquisition; East Asia
- December 2015
- Article
Emotion and the Art of Negotiation: How to Use Your Feelings to Your Advantage
Negotiations can be fraught with emotion, but it's only recently that researchers have examined how particular feelings influence what happens during deal making. Here the author shares some key findings and advice. Anxiety leads to poor outcomes. You will be less... View Details
- 2015
- Chapter
"Level II" Negotiation Strategies: Advance Your Interests by Helping to Solve Their Internal Problems
Many negotiators have constituencies that must formally or informally approve an agreement. Traditionally, it is the responsibility of each negotiator to manage the internal conflicts and constituencies on his or her own side. Far less familiar are the many valuable... View Details
- 2015
- Chapter
The Business Model: Nature and Benefits
By: Ramon Casadesus-Masanell and John Heilbron
This paper considers the nature of the business model and its strategic relevance to negotiations. We elaborate a substantive definition of the business model as decisions enforced by the authority of the firm; this definition enables the analysis of business models... View Details
- October 2015 (Revised September 2016)
- Case
Whirlpool Corp.: Structuring the Deal to Acquire Hefei Rongshida Sanyo Electric Company
By: Benjamin C. Esty and Nancy Hua Dai
Ian Lee, Whirlpool's VP for North Asia, had been negotiating a possible acquisition with Jackie Jin, the chairman of a leading Chinese appliance manufacturer named Hefei Rongshida Sanyo Electric Company (Hefei Sanyo), for almost six months when suddenly Hefei Sanyo's... View Details
Keywords: Mergers ＆ Acquisitions; Regulation; Cross-border Investment; Brand Names; State-owned Enterprise (SOE); Appliances; White Goods; Consumer Durables; Negotiation; Valuation; Mergers and Acquisitions; State Ownership; Foreign Direct Investment; Brands and Branding; Consumer Products Industry; China
- July 2015
- Exercise
An Activist Approach: Castle Rock-Fultons-Remingtons
By: Guhan Subramanian and Kait Szydlowski
A three party, multiple-issue negotiation exercise dealing with a potential merger between two leading department stores, called for by an activist investor hedge fund in a letter to both companies. Company management will now attempt to navigate next moves, which are... View Details
- July 2015
- Exercise
An Activist Approach: Confidential Role Assignment for Castle Rock Management
By: Guhan Subramanian and Kait Szydlowski
A three party, multiple-issue negotiation exercise dealing with a potential merger between two leading department stores, called for by an activist investor hedge fund in a letter to both companies. Company management will now attempt to navigate next moves, which are... View Details
- July 2015
- Exercise
An Activist Approach: Confidential Role Assignment for Fultons Department Stores
By: Guhan Subramanian and Kait Szydlowski
A three party, multiple-issue negotiation exercise dealing with a potential merger between two leading department stores, called for by an activist investor hedge fund in a letter to both companies. Company management will now attempt to navigate next moves, which are... View Details
- July 2015
- Exercise
An Activist Approach: Confidential Role Assignment for Remingtons Housewares
By: Guhan Subramanian and Kait Szydlowski
A three party, multiple-issue negotiation exercise dealing with a potential merger between two leading department stores, called for by an activist investor hedge fund in a letter to both companies. Company management will now attempt to navigate next moves, which are... View Details
- Article
Ignore June 30: Time is on the Side of a Better Iran Deal
Prior to the "interim deal" reached in November 2013, Iranian nuclear negotiators could—and did—play for time while the regime rapidly added more centrifuges and increased production of enriched uranium. That is no longer the case. For the first time in years, the... View Details
- 2015
- Working Paper
The Business Model: Nature and Benefits
By: Ramon Casadesus-Masanell and John Heilbron
This paper considers the nature of the business model and its strategic relevance to negotiations. We elaborate a substantive definition of the business model as decisions enforced by the authority of the firm; this definition enables the analysis of business models... View Details
- 2015
- Report
Decoding the Iran Nuclear Deal: Key Questions, Points of Divergence, Pros and Cons, Pending Legislation, and Essential Facts
By: Gary Samore, Graham T. Allison, Matthew Bunn, Nicholas Burns, Shai Feldman, Chuck Freilich, Olli Heinonen, Martin B. Malin, Steven E. Miller, Payam Mohseni, Laura Rockwood, James K. Sebenius and William Tobey
On April 2, 2015, the EU (on behalf of the P5+1 countries) and Iran announced agreement on "key parameters" for a comprehensive nuclear deal with Iran. The EU-Iran Joint Statement is buttressed by unilateral fact sheets issued by the U.S. and Iran, which provide... View Details
- July 3, 2014
- Comment
Comment on the Final Round of Iranian Nuclear Talks Before the Joint Plan of Action Expires (on July 20, 2014)
As six months of talks soon end with wide gaps likely remaining on key issues, P5+1 and Iranian diplomats will undoubtedly cite some tangible progress, then argue for a six-month extension. This will likely become a pattern, with some version of the interim deal... View Details
- March 24, 2014
- Article
Like a Boss: How Corporate Negotiators Would Handle Nuclear Talks With Iran
While the Obama team deserves high marks for launching the interim talks, its approach doesn't sell the upside of a comprehensive deal persuasively enough to transform more Iranian skeptics into active supporters—a necessary condition for success if there is an... View Details
Keywords: Negotiations; Nuclear; Conflict Resolution; Winning Coalition; Blocking Coalition; Strategy; France; Germany; Iran; China; Great Britain; United States; Russia; Negotiation; International Relations; Conflict and Resolution; Public Administration Industry; France; Germany; Iran; China; Great Britain; United States; Russia
- 2014
- Working Paper
Better Deals Through Level II Strategies: Advance Your Interests by Helping to Solve Their Internal Problems
Many negotiators have constituencies that must formally or informally approve an agreement. Traditionally, it is the responsibility of each negotiator to manage the internal conflicts and constituencies on his or her own side. Far less familiar are the many valuable... View Details
- January 2014 (Revised October 2014)
- Supplement
Mittal Steel's Pursuit of Arcelor (B)
By: Paul M. Healy and Penelope Rossano
Lakshmi Mittal, CEO of Mittal Steel, a UK-based company with Indian roots, took advantage of a weakened Arcelor that had successfully won a bidding war for Canadian steel company Dofasco, with an unsolicited bid to buy the company. Mittal's plans for acquiring Arcelor... View Details
- January 2014 (Revised September 2015)
- Case
Mittal Steel's Pursuit of Arcelor (A)
By: Paul M. Healy and Penelope Rossano
Lakshmi Mittal, CEO of Mittal Steel, a UK-based company with Indian roots, took advantage of a weakened Arcelor that had successfully won a bidding war for Canadian steel company Dofasco, with an unsolicited bid to buy the company. Mittal's plans for acquiring Arcelor... View Details
- 2014
- Working Paper
Stepping Stone, Stopping Point, or Slippery Slope? Negotiating the Next Iran Deal
The November 2013 "interim" nuclear deal between Iran and the "P5+1"—the United States, Russia, China, Britain, France, and Germany—raises challenging questions. Will the initial deal function as a stepping stone toward a more comprehensive deal? Or will it drift into... View Details
- December 2013 (Revised May 2021)
- Case
Paul Levy: Confronting a 'Corporate Campaign' (A)
Hospital CEO Paul Levy confronts an SEIU unionization drive via a "corporate campaign" aimed at undercutting the hospital's relationships with key internal and external constituencies. Having shepherded one of Boston's top teaching hospitals much of the way through a... View Details