Analyses The biggest question is what should Morgan do with all the takeover bids? Being that Morgan is a retired dean of Boston University business school, he is well versed in the business world. From this, he should consider Odak’s comment about doing what is best for the shareholders of Ben & Jerry’s. If we simply look at the P/E ratio of B&J in Exhibit 6 of the case, which is 19.8, and compare that to the offers being presented by the four bidders here’s what we have: • Dreyer’s Grand - $31 / $1.06 = 29.24 (stock) • Unilever - $36 / $1.06 = 33.96 (cash) • Meadowbrook Lane - $32 / $1.06 = 30.18 (cash) • Chartwell – minority investment of $30 - $50 million The P/E numbers above show that Unilever would bring in a large investment and also be right for shareholders of B&J. Unilever would be paying a $15 premium over the pre-offer announcement share price of $21.
How does Harvard’s new policy portfolio weights compare to historical weights and other university endowments? 7. Do these differences reduce or increase risk? 8. Are there asset classes that should be excluded or others that should be included?
A recent economic downturn has seriously affected the auto industry and your company, as well. Your company has merged with two other brake component companies in an effort to gain production efficiencies and lower unit costs. You are the lead HR person for the new entity. Based on your analysis of the three previous executive compensation approaches, you have decided with board approval to redesign the executive compensation for the new combined organization. Describe the components of an executive compensation plan.
Cardon carpet Mills, Inc. Case analysis Xinyu Kang i. Executive Summary In early July 2000, the possibility of establishing own distribution centers or wholesale operation was raised in Cardon Carpet Mills, Inc. Thus, Suzanne Goldman, the special assistant to the president of Cardon Carpet Mills, Inc. was given a task to prepare a position paper for the president. The company’s policy is to finance programs from internal funds except for capital expansion. In late September 2000, just as Goldman was about o draft her position paper for Robert Meadows, she received some stresses from their long-time co-operated wholesalers who threatened a mass exodus from Cardon Carpet Mills once the first company warehouse operation was opened.
4. Assume Siemens moves forward with the plan for the Great Game of Life, what recommendations would you make to maximize success? principles, concepts, and theory Problem statement Syndrome 911 3 biggest clients’ bankruptcy 110/658 M Supplier bad foam cushion-> delay schedule damage profitability Task 7.2 M investment into culture change program decision Characters CEO: Charlie Eitel->former successful experience on implementing the program President: Bob Hallyer-> personal interest and other top management team: stakes are high->no New York based equity firm worries too Background 1870s-1936 From wooden box to wooden framed bed to bedding 2 generation of family business Innovation -> transparent leader 5000investment to 43M revenue 1987 operated in 15 countries with a full range of products Participate in public sector: WW1 WW2 Korea War Using successful people to advertising: Roosevelt Eleanor/ Henry Ford/ Thomas Edison 1978 non family member CEO-> unstable ->2001Zreo waste program internal reduce to 18 concentration mattress products. Business Model 770 retail outlets Wholesale consumer Direct (company-owned subsidiaries)->hotel motel hospital dorm US government Simmons Culture History Opportunity Innovation Costumers need Eitel’s team bring in Caring Empower people within boundaries Support each other CHOICE Manufacturing plant competition instead of
(20 points) MGMT 303 Week 6 Case Study Case Study This week, you will be playing the role of a senior manager whose business is growing and is considering bringing on additional staff. However, the HR manager has suggested hiring potential employees on a temp-to-perm basis. Many organizations are recruiting permanent employees using this policy. Read the case: “The Temptations of Temping.” See the case toward the end of Chapter 14. After reading the case, answer Questions 1, 2, and 3.
Leading Change at Simmons (A) Case Analysis 1. What are the challenges faced by Simmons in December 2001? How has Charlie Eitel’s leadership affected the company in his first six months as CEO? The company needs to survive financial crisis in U.S economy. Especially three main customers announced bankruptcy during this period.
(CCS 1) In the face of a changing business landscape in the metal can industry, William J. Avery, Crown’s new CEO, had planned on revising his forerunner, John Connelly’s business strategy. Suppliers and customers of can makers were beginning to integrate into can makers themselves, which was redefining the metal industry. Under Connelly, Crown attained success over three decades due to Connelly’s strict strategies, which emphasized cost efficiency, quality and customer service. Avery was trying to determine whether or not to break with tradition or expand Crown’s product line due to the changing nature of the metal can industry landscape and/or participate in the supplier and customer consolidation that had become traditional in the metal can business. In order to understand how the industry is changing, the company first look at the forces involved and trends that are emerging.
CASE STUDY Green Mountain Resort (Dis)solves the Turnover Problem by Charles Fouco and Léo Souquet UNIVERSITÉ NICE SOPHIA-ANTIPOLIS Master of International Business Change Management November 2012 1 Which of the six change images discussed in this chapter can be identified in the assumptions about managing turnover that were held by Gunter? The hospitality literature? The consultant? Change outcomes Management Controlling Shapping Intended Partially intended Navigator Interpreter Unintended Director Coach Caretaker Nurtener 1.1 Gunter Gunter could be identified as the image of the coach. When analyzing the future of the employees he wanted to keep the most, Gunter found out that they were performing particularly well in their new jobs.
In 2002, an internal transfer pricing dispute involving three divisions came to a head in a meeting called by the companies managing director, Mr. Rolf Fettinger. Mr. Fettinger needed to hear the details of the dispute so he could decide on the best possible outcome for the organization while taking into consideration each division managers’ concerns. The three divisions involved were heavily impacted by the Imaging Systems Division’s (ISD) manger, Conrad Bauer’s, decision to outsource a component of a new product, X73. The Heidelberg division was asked to provide a bid for the needed component and was subsequently outbid by two outside organizations. ISD was one of Heidelberg’s major inside customers and its manager, Paul Halperin, was furious that ISD was taking its business elsewhere.