Deal-crafting Toolkit

Michael A. Wheeler

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Exercise | June 2001 (Revised September 2010)

Deal-crafting Toolkit

by Michael A. Wheeler

Abstract

Illustrates the potential sources of value creation as well as practical barriers to its achievement. Students analyze five brief scenarios that would yield efficient trades over valuation, discount rates, expectations, and risk tolerance, but that might be thwarted by strategic behavior, misaligned frames, interpersonal conflict, or poor process management. In-class discussion prompts deeper understanding of the tensions between creating and claiming value in negotiation.

Keywords: Negotiation Deal; Negotiation Process; Behavior; Valuation; Value Creation;

Format: Print

12 pages

Find at Harvard

Citation:

Wheeler, Michael A. "Deal-crafting Toolkit." Harvard Business School Exercise 801-201, June 2001. (Revised September 2010.)

About the Author

Michael A. Wheeler

MBA Class of 1952 Professor of Management Practice, Retired

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Teaching Note | HBS Case Collection | November 2000 (Revised October 2019)

Riggs-Vericomp Negotiation (A) and (B)

Michael Wheeler

Teaching Note for (9-801-096) and (9-801-097).

Keywords: Negotiation;

Citation:
Wheeler, Michael. "Riggs-Vericomp Negotiation (A) and (B)." Harvard Business School Teaching Note 801-259, November 2000. (Revised October 2019.) View Details

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Exercise | July 2000 (Revised October 2019)

Riggs-Vericomp Negotiation (A):Confidential Information for RIGGS ENGINEERING (Seller)

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 that would apply in any situation--specifically, potential sources of joint gains and the tension between creating and claiming value. While it may be possible to reach a deal on price alone, doing so is difficult. Students can expand the zone of possible agreement if they creatively trade on other issues, including the scope of services Riggs will provide, payment schedules, timing of the contract, and possible guarantees. Even as they jointly expand the pie, of course, they must be mindful of what slice will be theirs. All agreements can be expressed in present value terms, so it is easy to identify which pairs generated the most gain, and which individuals got the best deals for their particular companies. This is a two-party, multi-issue negotiation exercise. Students should read either the (A) or the (B), but not both, and then be paired up to negotiate. Results are reported using the simple form at the end of the (A) case (seller role).

Keywords: Agreements and Arrangements; Negotiation Participants; Negotiation Tactics; Value Creation; Computer Industry;

Citation:
Wheeler, Michael. "Riggs-Vericomp Negotiation (A):Confidential Information for RIGGS ENGINEERING (Seller)." Harvard Business School Exercise 801-096, July 2000. (Revised October 2019.) View Details

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Exercise | July 2000 (Revised October 2019)

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

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 that would apply in any situation--specifically, potential sources of joint gains and the tension between creating and claiming value. While it may be possible to reach a deal on price alone, doing so is difficult. Students can expand the zone of possible agreement if they creatively trade on other issues, including the scope of services Riggs will provide, payment schedules, timing of the contract, and possible guarantees. Even as they jointly expand the pie, of course, they must be mindful of what slice will be theirs. All agreements can be expressed in present value terms, so it is easy to identify which pairs generated the most gain, and which individuals got the best deals for their particular companies. This is a two-party, multi-issue negotiation exercise. Students should read either the (A) or the (B), but not both, and then be paired up to negotiate. Results are reported using the simple form at the end of the (A) case (seller role).

Keywords: Agreements and Arrangements; Negotiation Participants; Negotiation Tactics; Value Creation; Computer Industry;

Citation:
Wheeler, Michael. "Riggs-Vericomp Negotiation (B): Confidential Information for VERICOMP (Buyer)." Harvard Business School Exercise 801-097, July 2000. (Revised October 2019.) View Details

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Deal-crafting Toolkit

Abstract

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