Read the case below and answer the following questions:

NOT SO LONG AGO, a successful entrepreneur who was a student of mine ("Sam") found himself at the tragic end of a true reversal of fortune. It had all started out so well. A year earlier he had received a call from one of the largest retailers in the United States, asking whether he would be interested in earning some extra revenue. There was no catch. The retailer had decided to switch suppliers for one unique type of apparel, and the new supplier was an overseas Asian company. The retailer had never worked with this Asian company before and reached out to my student for help. Sam already had a good business relationship with the retailer, and although he did not know the Asian company either, he was very familiar with the manufacturing landscape where the company was located. The retailer wanted Sam's company to act as an intermediary between them and this Asian company. For almost no work at all other than coordinating the purchase and sale of product, he would get a percentage of each transaction that took place. If all went well, Sam's company stood to make over a million dollars each yeara sizable amount of money for him. The celebrations did not last long. Just a few months into the relationship, Sam received a letter from a US manufacturer. The letter claimed that in making this apparel, the Asian company had violated the US manufacturer's patent. Given the nature of the relationship between the parties, the US manufacturer was suing the retailer, the Asian company, and Sam. The US manufacturer was open to settling out of court, but was demanding a huge settlement. Legally, the retailer was in a very safe position and had no incentive to negotiate. For practical reasons, the Asian company could not easily be made to pay through litigation. This left only my student squarely in the crosshairs. And the US manufacturer was going to come at Sam with everything they hadbecause this wasn't just about patent infringement. The US manufacturer had been the original supplier of this apparel to the retailer until the Asian company had come into the picture and undercut them on price. They were not happy. Sam did not want to pay millions in a settlement, but he also did not want to go through a legal battle. He decided to reach out to his allies in this mess, in the hope that one or both of them would be willing to chip in money to help settle the matter. The retailer was very sympathetic and felt bad that Sam had been dragged into this, but while they offered to vouch for him in legal proceedings, they were unwilling to offer any money. The Asian company argued that there was no patent infringement so there was no reason for them to offer money, an easy thing for them to say given they were outside the reach of the law. He was on his own. He asked his lawyers to reach out to the US manufacturer and explain that although he was clearly innocent in this matter, he was willing to settle for a few hundred thousand dollars, a goodwill gesture aimed at helping everyone avoid court. It did not work. They went to court. After seven months and $400,000 in legal fees, the court ruled in favor of the US manufacturer. Sam was asked to pay almost $2 million, which was more than four times as much as he'd made in the deal before it had come to a halt due to the lawsuit. His only options now were to pay the money, to appeal the decision, or to try again to settle out of court. Paying up would be extremely costly. An out-of-court settlement would be even harder now than it had been last time, given the US manufacturer's legal victory. The lawyers believed an appeal made the most sense, but they did not pretend his chances were good. Which route to take? You've already lost once in court, the other side has the leverage, you are facing a multimillion-dollar loss, none of your allies are coming to your aid, and the party on the other side of the dispute seems out for blood. What now?

Question) Propose a comprehensive solution which maximizes the value shared between US manufacturer, Asian Company and the student, with their given interests, constraints and alternatives without using the money or muscle power. (10 Marks)