Contracts Role-Play:

Flagship Airways

$0.00$6.50

Paddy Moore, Hal Movius and Lawrence Susskind

Six-person, four-issue negotiation between three representatives of an industrial manufacturer and three representatives of its primary client over restructuring of an existing purchase agreement

Quantity

Please note: you must order a copy (a.k.a. license/usage fee) for every person participating in the simulation in your course. This simulation has multiple roles, so you will be unable to complete your purchase without meeting the minimum quantity requirement of copies per role.

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SCENARIO: Three years ago Flagship Airways signed a ten-year, $1 billion contract with Eureka Aircraft Engines. Since then, things have changed for both Flagship and Eureka. Flagship's revenues have steadily decreased and they are now reluctant to put forth $1 billion to expand. Meanwhile, Eureka's development of its "revolutionary" engine has not proved as efficient as Eureka had hoped. Today, at Flagship's request, the two companies are meeting to discuss how to restructure the agreement. This is not an unprecedented procedure. The two companies have met in the past to restructure deals when circumstances have changed significantly for either party. In their negotiation, there is a great deal of data to be managed by both parties. There is also a longstanding relationship between the two lead negotiators for each side. Each must decide how to secure the best deal for his/her respective company, while maintaining their relationship. Each must also build trust within his/her team to make sure that the terms agreed upon are acceptable to all.

 

MAJOR LESSONS:

  • To insure relationships that promote quality within the organization, both long-term and short-term interests must be balanced very thoroughly.
  • This exercise demonstrates the dependency of successful internal negotiations on successful external negotiations. Thorough preparation is absolutely critical in this negotiation.
  • Don't jeopardize long-term relationships by pushing too hard for short-term gains.
  • Effective cross-cultural negotiation depends upon making sure what you are saying is what is being heard and that you are hearing what is said. Clear communication is critical.

 

SIMILAR SITUATIONS:

  • Common Measures
  • BMP Policy
  • Multisumma

Flagship Airways Attributes

Time required: 1-2 hours
Number of participants: 6
Teams involved: Yes
Agent present: None
Neutral third party present: None
Scoreable: No
Teaching notes available: Yes
Non-English version available: Portuguese, German