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Case Studies by Horacio Falcao

47 case studies

by Publication Date
published: 05 May 2018

  • Topic: Leadership & Organisations
  • Industry: Pharma
  • Region: South America

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Abstract:
This two-party negotiation is an ideal introductory negotiation role-play to raise issues of assumptions, win-win/win-lose, competition/collaboration, interests/positions, single-/multi-issue, positions/options. Two companies, SuperPharma and PharmaCaring, both want to buy 10,000 rare Oxipouco fruits, which contain different compounds. Students tend to focus on the fruits rather than on the compounds.

Pedagogical Objectives:
1. Win-lose vs. win-win assumptions (or zero-sum vs. positive sum or integrative vs. distributive or competition vs. collaboration) 2. Interests vs. position 3. Single-issue vs. multi-issue negotiations (options) 4. Communication/preparation vs information asymmetry 5. Risk/reward analysis

Keywords:
Win-Lose Vs. Win-Win Assumptions, Zero-Sum Vs. Positive Sum, Integrative Vs. Distributive, Competition Vs. Collaboration, Interests Vs. Position, Single-Issue Vs. Multi-Issue Negotiations (options), Communication/preparation Vs Information Asymmetry, Risk/reward Analysis

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published: 05 May 2018

  • Topic: Leadership & Organisations
  • Industry: Pharma
  • Region: South America

Show details ...

Abstract:
This two-party negotiation is an ideal introductory negotiation role-play to raise issues of assumptions, win-win/win-lose, competition/collaboration, interests/positions, single-/multi-issue, positions/options. Two companies, SuperPharma and PharmaCaring, both want to buy 10,000 rare Oxipouco fruits, which contain different compounds. Students tend to focus on the fruits rather than on the compounds.

Pedagogical Objectives:
1. Win-lose vs. win-win assumptions (or zero-sum vs. positive sum or integrative vs. distributive or competition vs. collaboration) 2. Interests vs. position 3. Single-issue vs. multi-issue negotiations (options) 4. Communication/preparation vs information asymmetry 5. Risk/reward analysis

Keywords:
Win-Lose Vs. Win-Win Assumptions, Zero-Sum Vs. Positive Sum, Integrative Vs. Distributive, Competition Vs. Collaboration, Interests Vs. Position, Single-Issue Vs. Multi-Issue Negotiations (options), Communication/preparation Vs Information Asymmetry, Risk/reward Analysis

Related:

published: 11 Dec 2017

  • Topic: Leadership & Organisations
  • Industry: Pharma
  • Region: South America

Show details ...

Abstract:
This two-party negotiation is an ideal introductory negotiation role-play to raise issues of assumptions, win-win/win-lose, competition/collaboration, interests/positions, single-/multi-issue, positions/options. Two companies, SuperPharma and PharmaCaring, both want to buy 10,000 rare Oxipouco fruits, which contain different compounds. Students tend to focus on the fruits rather than on the compounds.

Pedagogical Objectives:
1. Win-lose vs. win-win assumptions (or zero-sum vs. positive sum or integrative vs. distributive or competition vs. collaboration) 2. Interests vs. position 3. Single-issue vs. multi-issue negotiations (options) 4. Communication/preparation vs information asymmetry 5. Risk/reward analysis

Keywords:
Win-Lose Vs. Win-Win Assumptions, Zero-Sum Vs. Positive Sum, Integrative Vs. Distributive, Competition Vs. Collaboration, Interests Vs. Position, Single-Issue Vs. Multi-Issue Negotiations (options), Communication/preparation Vs Information Asymmetry, Risk/reward Analysis.

Related:

published: 11 Dec 2017

  • Topic: Leadership & Organisations
  • Industry: Pharma
  • Region: South America

Show details ...

Abstract:
This two-party negotiation is an ideal introductory negotiation role-play to raise issues of assumptions, win-win/win-lose, competition/collaboration, interests/positions, single-/multi-issue, positions/options. Two companies, SuperPharma and PharmaCaring, both want to buy 10,000 rare Oxipouco fruits, which contain different compounds. Students tend to focus on the fruits rather than on the compounds.

Pedagogical Objectives:
1. Win-lose vs. win-win assumptions (or zero-sum vs. positive sum or integrative vs. distributive or competition vs. collaboration) 2. Interests vs. position 3. Single-issue vs. multi-issue negotiations (options) 4. Communication/preparation vs information asymmetry 5. Risk/reward analysis

Keywords:
Win-Lose Vs. Win-Win Assumptions, Zero-Sum Vs. Positive Sum, Integrative Vs. Distributive, Competition Vs. Collaboration, Interests Vs. Position, Single-Issue Vs. Multi-Issue Negotiations (options), Communication/preparation Vs Information Asymmetry, Risk/reward Analysis.

Related:

published: 29 May 2017

  • Topic: Strategy
  • Region: Europe

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Abstract:
Seven years ago, two of the three partners of a company worked in tandem to remove the other partner through legal trickery. Now, if they are to save their company, they need to resolve their differences with the partner they expelled, who is still angry with them. The case depicts a real-life story of a negotiation between former partners where there is a lack of trust, hurt feelings, and an equal potential to create value on the one hand, and misunderstandings and further conflict on the other. It provides the possibility to negotiate either one on one (cases A and B), or in teams of two (cases C, D, E), thereby allowing the instructor to explore the negotiation team dynamics.

Pedagogical Objectives:
The Seven Elements as a guide for structured preparation. Effective ways of using the Seven Elements during a negotiation. How to prepare for a negotiation as a team. The importance of resolving relationship issues in a negotiation before tackling substantive issues. How to resolve serious relationship issues (parts, perceptions, apologies)

Keywords:
Shareholder’s Conflict, Company Acquisition, Shares Acquisition, Conflict Resolution, Relationship / Substance / Communication

Related:

published: 29 May 2017

  • Topic: Strategy
  • Region: Europe

Show details ...

Abstract:
Seven years ago, two of the three partners of a company worked in tandem to remove the other partner through legal trickery. Now, if they are to save their company, they need to resolve their differences with the partner they expelled, who is still angry with them. The case depicts a real-life story of a negotiation between former partners where there is a lack of trust, hurt feelings, and an equal potential to create value on the one hand, and misunderstandings and further conflict on the other. It provides the possibility to negotiate either one on one, or in teams of two, thereby allowing the instructor to explore the negotiation team dynamics.

Pedagogical Objectives:
The Seven Elements as a guide for structured preparation. Effective ways of using the Seven Elements during a negotiation. How to prepare for a negotiation as a team. The importance of resolving relationship issues in a negotiation before tackling substantive issues. How to resolve serious relationship issues (parts, perceptions, apologies)

Keywords:
Shareholder’s Conflict, Company Acquisition, Shares Acquisition, Conflict Resolution, Relationship / Substance / Communication

Related:

published: 29 May 2017

  • Topic: Strategy
  • Region: Europe

Show details ...

Abstract:
Seven years ago, two of the three partners of a company worked in tandem to remove the other partner through legal trickery. Now, if they are to save their company, they need to resolve their differences with the partner they expelled, who is still angry with them. The case depicts a real-life story of a negotiation between former partners where there is a lack of trust, hurt feelings, and an equal potential to create value on the one hand, and misunderstandings and further conflict on the other. It provides the possibility to negotiate either one on one, or in teams of two, thereby allowing the instructor to explore the negotiation team dynamics.

Pedagogical Objectives:
The Seven Elements as a guide for structured preparation. Effective ways of using the Seven Elements during a negotiation. How to prepare for a negotiation as a team. The importance of resolving relationship issues in a negotiation before tackling substantive issues. How to resolve serious relationship issues (parts, perceptions, apologies)

Keywords:
Shareholder’s Conflict, Company Acquisition, Shares Acquisition, Conflict Resolution, Relationship / Substance / Communication

Related:

published: 29 May 2017

  • Topic: Strategy
  • Region: Europe

Show details ...

Abstract:
Seven years ago, two of the three partners of a company worked in tandem to remove the other partner through legal trickery. Now, if they are to save their company, they need to resolve their differences with the partner they expelled, who is still angry with them. The case depicts a real-life story of a negotiation between former partners where there is a lack of trust, hurt feelings, and an equal potential to create value on the one hand, and misunderstandings and further conflict on the other. It provides the possibility to negotiate either one on one, or in teams of two, thereby allowing the instructor to explore the negotiation team dynamics.

Pedagogical Objectives:
The Seven Elements as a guide for structured preparation. Effective ways of using the Seven Elements during a negotiation. How to prepare for a negotiation as a team. The importance of resolving relationship issues in a negotiation before tackling substantive issues. How to resolve serious relationship issues (parts, perceptions, apologies)

Keywords:
Shareholder’s Conflict, Company Acquisition, Shares Acquisition, Conflict Resolution, Relationship / Substance / Communication

Related:

published: 29 May 2017

  • Topic: Strategy
  • Region: Europe

Show details ...

Abstract:
Seven years ago, two of the three partners of a company worked in tandem to remove the other partner through legal trickery. Now, if they are to save their company, they need to resolve their differences with the partner they expelled, who is still angry with them. The case depicts a real-life story of a negotiation between former partners where there is a lack of trust, hurt feelings, and an equal potential to create value on the one hand, and misunderstandings and further conflict on the other. It provides the possibility to negotiate either one on one, or in teams of two, thereby allowing the instructor to explore the negotiation team dynamics.

Pedagogical Objectives:
The Seven Elements as a guide for structured preparation. Effective ways of using the Seven Elements during a negotiation. How to prepare for a negotiation as a team. The importance of resolving relationship issues in a negotiation before tackling substantive issues. How to resolve serious relationship issues (parts, perceptions, apologies)

Keywords:
Shareholder’s Conflict, Company Acquisition, Shares Acquisition, Conflict Resolution, Relationship / Substance / Communication

Related:

published: 22 Jul 2016

  • Industry: Railroads
  • Region: Asia

Show details ...

Abstract:
This two-party case is designed to teach negotiation within the context of turnaround management, stakeholder management, change management or public sector negotiation. The negotiation between Sudhir Kumar, Officer on Special Duty to the Minister of Railways, and Gaurav Malik, Chief Engineer, is about how to maximise revenues for the ailing Indian Railways, notably by increasing rolling stock axle loads without compromising safety. The case emphasizes the tension between commercial gains and social needs, but also lends itself to discussions about safety, corruption, government and business in India.
Please visit the dedicated case website to access supplementary material.

Pedagogical Objectives:
• Mapping out stakeholder engagement negotiations • Change management in power-distributed organizations • Negotiating under suspicion • Using negotiation to go from novice to expert • Negotiating corruption • Cross-cultural negotiations, but not cross-border or international • Negotiating conflicting financial and social goals

Keywords:
Negotiation, Turnaround in Power-Distributed Organizations, Stakeholder Management, Change Management, Suspicion, Corruption, Public Sector, Railway, Rolling Stock, Train, Cross-Cultural Negotiation, Conflict of Interests, Internal Negotiations, Internal Negotiations, Power Asymmetry, From Novice to Expert, Gpei, Gpei-Case

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