INSEAD the business school for the world

Case Studies by Rodrigo Gouveia

13 case studies

by Publication Date
published: 19 Dec 2018

  • Topic: Leadership & Organisations
  • Region: North America

Show details ...

Abstract:
In this case, executives from a movie studio and a talent agency representing a (past his prime) movie star discuss their new project, the latest in a very successful film franchise which has declined in prestige over the last couple of installments. The parties also have to navigate challenges such as an ageing star in an action movie, a changing customer landscape and several other production problems to see if they can still build a valuable deal. On the positive side, there are opportunities for value creation available if the parties are brave and transparent enough to find them. This case is an excellent role play to use in a course after the Oxipouco role play, for example. It has about the same size and several of the same structural dynamics as the Sally Soprano case, but enriches the context and allows for more exploration of additional aspects of negotiation theory. As such, this role play is ideal for a negotiation teacher/professor who wants to upgrade, differentiate or just move away from Sally Soprano without having to learn or experiment with a completely new case.

Pedagogical Objectives:
• The differences between interests, positions and options • How to uncover and exchange interests to create value • How to build value creating options • How to use legitimacy to claim value • Opening offers, ZOPA, reservation price & aspiration price • How to understand and manage power in the absence of a good BATNA • How to reframe a negotiation from power to value • When to share interests and options • How to handle positions, preferences and non-negotiables

Keywords:
Interest, Position, Options, Legitimacy, Value Creation, Value Claiming, Opening Offer, Zopa, Reservation Price & Aspiration Price, Batna, Win-Win, Win-Lose, Power, Value, Preference, Preferences, Priority, Priorities, Non-Negotiable

Related:

published: 19 Dec 2018

  • Topic: Leadership & Organisations
  • Region: North America

Show details ...

Abstract:
In this case, executives from a movie studio and a talent agency representing a (past his prime) movie star discuss their new project, the latest in a very successful film franchise which has declined in prestige over the last couple of installments. The parties also have to navigate challenges such as an ageing star in an action movie, a changing customer landscape and several other production problems to see if they can still build a valuable deal. On the positive side, there are opportunities for value creation available if the parties are brave and transparent enough to find them. This case is an excellent role play to use in a course after the Oxipouco role play, for example. It has about the same size and several of the same structural dynamics as the Sally Soprano case, but enriches the context and allows for more exploration of additional aspects of negotiation theory. As such, this role play is ideal for a negotiation teacher/professor who wants to upgrade, differentiate or just move away from Sally Soprano without having to learn or experiment with a completely new case.

Pedagogical Objectives:
• The differences between interests, positions and options • How to uncover and exchange interests to create value • How to build value creating options • How to use legitimacy to claim value • Opening offers, ZOPA, reservation price & aspiration price • How to understand and manage power in the absence of a good BATNA • How to reframe a negotiation from power to value • When to share interests and options • How to handle positions, preferences and non-negotiables

Keywords:
Interest, Position, Options, Legitimacy, Value Creation, Value Claiming, Opening Offer, Zopa, Reservation Price & Aspiration Price, Batna, Win-Win, Win-Lose, Power, Value, Preference, Preferences, Priority, Priorities, Non-Negotiable

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 (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: 24 Mar 2016

  • Topic: Economics & Finance
  • Region: Global

Show details ...

Abstract:
A multi-issue 1-on-1 negotiation between an aging Italian entrepreneur in North Africa (Luca Lombardi) and a young M&A specialist from a large Asian corporation (Anna Chuan). All the due diligence has been completed and the parties are now ready to discuss the price for the Lombardi company. Role-players can either fall into bargaining (an exchange of numbers) since their ideas of what the company is worth are completely at odds, or discuss the assumptions behind their numbers and valuations to reach a legitimate agreement for both parties.

Pedagogical Objectives:
. Negotiating M&A and one-shot transactions in a win-win way . The difference between win-lose bargaining and win-win value claiming . The use of process to maximize value claiming . Using legitimacy, justice and fairness to claim value, while avoiding concessions

Keywords:
Negotiating M&a, Start-Up and Entrepreneurship, Legitimacy, Fairness and Justice, X-Cultural Differences, Bargaining and Value Claiming, Communication and Process, First Offer and Counteroffer, Concessions

Related:

published: 24 Mar 2016

  • Topic: Economics & Finance
  • Region: Global

Show details ...

Abstract:
A multi-issue 1-on-1 negotiation between an aging Italian entrepreneur in North Africa (Luca Lombardi) and a young M&A specialist from a large Asian corporation (Anna Chuan). All the due diligence has been completed and the parties are now ready to discuss the price for the Lombardi company. Role-players can either fall into bargaining (an exchange of numbers) since their ideas of what the company is worth are completely at odds, or discuss the assumptions behind their numbers and valuations to reach a legitimate agreement for both parties.

Pedagogical Objectives:
. Negotiating M&A and one-shot transactions in a win-win way . The difference between win-lose bargaining and win-win value claiming . The use of process to maximize value claiming . Using legitimacy, justice and fairness to claim value, while avoiding concessions

Keywords:
Negotiating M&a, Start-Up and Entrepreneurship, Legitimacy, Fairness and Justice, X-Cultural Differences, Bargaining and Value Claiming, Communication and Process, First Offer and Counteroffer, Concessions

Related:

published: 16 Dec 2015

  • Topic: Responsibility
  • Region: Global

Show details ...

Abstract:
A multi-issue one-on-one negotiation between a young entrepreneur (John Ambitchious) and a close-to-retirement CEO of a large corporation (George Gried). John and George are considering becoming partners on a venture John is setting up. Besides negotiating the partnership details, George currently works for a potential competitor, thus raising ethical tensions that should be negotiated before committing to a final deal.

Pedagogical Objectives:
. Recognizing and negotiating ethical tensions under a win-win strategy . Managing value creation and claiming in an equity split negotiation or any long-term relationship . Procedural contracts . Managing partisan perceptions . Negotiating interests, not positions

Keywords:
Negotiating Equity Split, Start-Up and Entrepreneurship, Ethics, Ethical Tensions and Sustainability, Negotiating Ethics, Managing Power Differences, Conflict of Interest and Manipulation, Difficult Conversations, Procedural Contract

Related:

by Publication Date


Share