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Case
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Reference no. 9-899-270
Published by: Harvard Business Publishing
Published in: 1999

Abstract

Explores the dynamics of a linked series of internal and external negotiations involved in launching, growing, and selling a high-tech, Internet start-up. Steve Perlman unfurled an impressive new technology, recruited a top technical and management team, secured seed capital, laid the groundwork for later stages of financing, initiated alliances with content and Internet service providers, maneuvered into negotiation with major consumer electronics players Sony and Philips (for manufacturing and distribution) and ultimately had to decide on his strategy for possibly selling the firm. WebTV provided a low-cost, easy-to-use set-top box that linked televisions to the Internet, allowing users instant web access.; To give students an opportunity to wrestle with developing and refining a long-term negotiation strategy involving multiple levels and sequencing of linked negotiations, leveraging external credibility to boost negotiating power and flexibility, and structuring agreements to create value on a sustainable basis.
Location:
Size:
Start-up, 750 employees
Other setting(s):
1996-1998

About

Abstract

Explores the dynamics of a linked series of internal and external negotiations involved in launching, growing, and selling a high-tech, Internet start-up. Steve Perlman unfurled an impressive new technology, recruited a top technical and management team, secured seed capital, laid the groundwork for later stages of financing, initiated alliances with content and Internet service providers, maneuvered into negotiation with major consumer electronics players Sony and Philips (for manufacturing and distribution) and ultimately had to decide on his strategy for possibly selling the firm. WebTV provided a low-cost, easy-to-use set-top box that linked televisions to the Internet, allowing users instant web access.; To give students an opportunity to wrestle with developing and refining a long-term negotiation strategy involving multiple levels and sequencing of linked negotiations, leveraging external credibility to boost negotiating power and flexibility, and structuring agreements to create value on a sustainable basis.

Settings

Location:
Size:
Start-up, 750 employees
Other setting(s):
1996-1998

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