Deal Making 2.0 A Guide to Complex Negotiations  

Oleh:

Sebenius, James K. ; Lax, David A.

Jenis: Article from Bulletin/Magazine - ilmiah internasional
Dalam koleksi: Harvard Business Review bisa di lihat di link (http://web.b.ebscohost.com/ehost/command/detail?sid=f227f0b4-7315-44a4-a7f7-a7cd8cbad80b%40sessionmgr114&vid=12&hid=105&bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d%3d#db=bth&jid=HBR) vol. 90 no. 11 (Nov. 2012), page 92-100.
Topik: Major Sales; Merger; Infrastructure Projects; Deal Making

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Perpustakaan Pusat (Semanggi) Nomor Panggil: HH10.45 Non-tandon: 1 (dapat dipinjam: 0) Tandon: tidak ada

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Most big deals are built on a series of smaller ones. That’s true of megamergers, major sales, infrastructure projects, and even some UN resolutions. These deals are the culmination of many focused negotiations among various parties, each with its own concerns. Most deal-making advice addresses how to choose the right tactics for each piece of the puzzle. Absent from the literature is guidance on how best to put the pieces together, let alone how to identify them in the first place. This leaves a glaring gap. Consider the case of Mittal Steel’s takeover of Arcelor, Europe’s largest steel company—an intricate deal ultimately worth $33.1 billion. Suppose that founder Lakshmi Mittal had simply set up a meeting with Arcelor’s chief executive to hammer out an acquisition. However persuasive Mittal’s pitch, Arcelor would have rebuffed it; indeed, the company’s board and CEO were, according to numerous accounts, dead set against the sale at first. Instead, Mittal and his son Aditya, the firm’s CFO, undertook what we call a “negotiation campaign” involving multiple financial agreements; extensive shareholder and political dealings in Luxembourg, France, the Netherlands, and Canada; and regulatory accords in Brussels and Washington. These separate negotiations allowed Mittal to build sufficient support to overcome and even convert potential blockers.

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