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Sally Jameson Case

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Words 1411
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9-293-053
REV: AUGUST 19, 2003

PETER TUFANO

Sally Jameson: Valuing Stock Options in a
Compensation Package
Sally Jameson, a second-year MBA student at Harvard Business School, was thrilled but confused.
It was late May 1992, graduation was approaching, and she had finally landed the job of her choice.
She had just finished an early morning telephone conversation with Bob Marks, the MBA recruiting coordinator at Telstar Communications, a large, publicly held multinational company. Mr. Marks had offered Ms. Jameson a unique position in operations at Telstar, and from the description, it sounded exactly like the job that she wanted. Since her first interview with Telstar, she had been very impressed with the company and its people. While Ms. Jameson was certain that she would accept the job, there was still one unsettled, yet crucial, matter--her compensation.
During the conversation with Marks, Jameson had asked what her compensation package would be. Marks: "Well, Sally, we are all very impressed with you and would like to offer you a starting salary of $50,000. In addition, you will also receive a signing bonus."
Jameson: "The base salary is a little below what I had expected. Is that negotiable?" Marks: "I'm afraid not. That's the same starting package all MBAs get.
However, you will receive a bonus upon accepting our offer. You can receive
$5,000 in cash, or choose stock options instead."
Jameson: "I'm not too familiar with stock options. Could you explain to me what they are?"
Marks: "Sure. Executives at Telstar have been eligible to receive stock options for years. The goal was to tie management's compensation more closely to increases in shareholder value. Although our stock has performed erratically over the last ten years, the board continues to believe that stock options are the best form of incentive compensation. Because the

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