Chapter 1.3, Problem I.7E

Scenario: You graduate from college and are approached by a successful business person who has reason to believe that your experience with online education makes you qualified to complete this mission: Using 2 billion dollars to create the best online school you can. He is offering to pay you $100,000 annually, health care benefits along with luxury housing accommodations . However, you would have to move to Nigeria. Do you take the job or turn it down? Question: Identify whether the scenario poses a problem to solve or a decision to be made. Explain HOW and WHY you came to your answer?

After reading the description, Applying the risk management process, Should Coe's expand to Mexico ? Justify your decision? Why? Or why not ?

What could you have done better to increase your likelihood of success in the negotiation?

What in your opinion, should be the personal and professional attributes,in a good negotiator ,including personality and behavioural traits?

What are three of similar negotiating styles and strategies of French negotiators and of Spanish negotiators?

Think of any negotiating situation, identify and discuss the importance of each of the steps you understood.

GIVE THE STRENGTH, WEAKNESSES, OPPORTUNITIES, AND THREATS. Anheuser-Busch InBev and Miller Coors LLC. Control about 80% of the U.S. beer market. Most of the beer distributed by both companies is sold through independent beer distributors who, in turn, sell the beer to retailers, restaurants, and bars. Anheuser-Bush InBev, which had been acquired by Belgium-based brewer InBev in mid-2008, soon after embarked on cost-cutting program. One key cost focus was distributors received about $1.00 for each case of Budweiser distributed to Retail channel members compared to $.85 paid by MillerCoors to distributors, by eliminating that 15 cent differences in margin. Anheuser-Busch distributors, many of whom had decades-old relationships with the brewer, would not be happy with the lower margins.

What is the risk of relying too heavily on the typical profiles of internationalnegotiators? Is there a benefit to using these profiles?

When comparing the negotiating styles and strategies of French versus Spanish negotiators, a number of sharp contrasts are evident. What are three of these, and what could MNCs do to improve their position when negotiating with either group?