Connelly's exceptional leadership is what contributed to the success of Crown. In May of 1989, Connelly stepped down from his position as chairman appointing his long-time disciple William Avery as chief executive officer. We have plans to review Connelly's strategy because of the industry changes that are taking place. Since Connelly got into the business in 1957, the metal can industry had been significantly redefined as both suppliers and customers of can makers moved into can-making themselves. With the changes that were taking place, it would be a good idea for Crown to bid on all or part of Continental Can (one of our competitors), whose operations are up for sale.
Question 1 Why does Dow want to buy Rohm and Haas? Was the 78 USD a share bid reasonable? Part 1: Why does Dow want to buy Rohm and Haas? To discover why Dow wanted to buy Rohm and Haas, we first have to discover the rationale behind the corporate takeover strategy and Dow’s own strategy in general. Andrew Liveris, CEO of Dow, had announced the “Dow of Tomorrow” strategy in 2006, which consisted of two parts.
Reacting to this news release, Kate Stark, an electric utilities analyst at First Equity Securities Corporation, faced the decision whether or not to revise her own current ‘Hold’ recommendation on FPL’s stock. Following chairman Marshall McDonald’s retirement in 1989, FPL experienced a streamlining of its businesses and operations under his successor, James Broadhead. At FPL, Broadhead implemented a commitment to quality and customer service, increased its focus on the utilities industry, expanded capacity, and improved its cost position. In the 1990’s, Broadhead sold off several of FPL’s non-utilities businesses.1 In May, 1994, one of the most important issues confronting the FPL Group was the decision whether or not to decrease their dividend payout ratio as a result of an evolving competitive market place. B.
The case discusses the acquisition of US-Canadian aluminum company Novelis by India-based Hindalco Industries Limited (Hindalco), a part of Aditya Vikram Birla Group of Companies, in May 2007. The case explains the acquisition deal in detail and highlights the benefits of the deal for both the companies. It also examines the valuation of the acquisition deal and how the deal was financed. The case concludes by describing the challenges that Hindalco would face in integrating the operations of Novelis and analyzing if the deal was overvalued as opined by some industry experts. | | Issues: » Study the synergies of the merger between Hindalco and Novelis » Study the rationale behind Hindalco acquiring a loss making aluminum company » Examine the way the acquisition deal was financed » Analyze whether the deal was overvalued or not » Analyze the trends in the global aluminum industry Contents: | Page No.
Proctor & Gamble’s Global Strategy In 1837, a man named Alexander Norris arbitrated a meeting between his two son-in-laws. Due to the fact that the two men had companies that used similar resources, and the Panic of 1837 had caused those resources to become limited, the competition between the two had become fierce. Mr. Norris suggested that William Proctor, a candle maker, and James Gamble, a soap maker, combine their respective companies and use their combined purchasing power to reduce the costs of both companies. So as of October 31, 1837, Proctor and Gamble (P&G) was born. In the early years of P&G, the company became an innovator in the world of business.
(Anand 2011). Former Chairman, Paul Volcher of the Federal Reserve board signed into what was called the “Volcher Rule” to influence more regulated banking. The now, 2300 page, financial reform package also known as the Wall Street Reform or the Consumer Protection Act was co-authored by former house Rep. (D-MA) Barney Frank and former house Sen. (D-CT) Christopher Dodd. (Anand 2011) In 2008, US economy reached rock bottom of a financial crisis also referred to the “Subprime mortgage crisis”. In the late 1980’s, President Jimmy Carter passed the Community.
In 1982, Mexico experienced a severe debt crisis due to the country’s expensive policies based on import substitution and state owned industrialization. From that point, Mexico shifted from a import substitution industrialization to a market based on deregulation, liberalization and free trade. Mexico joined the general agreement on trade and tariffs. This pushed CEMEX to consolidate its operations on the Mexican cement market in order to make entry less attractive for foreign companies. In 1985, Zambrano, a grandson of the founder of CEMEX, took over as CEO and is still in charge today.
To: Bob Belmont From: Jim Shorts Date: September 12, 2013 Subject: Memphis Reality Audit Engagement Mr. Belmont, Memphis Reality needs an audit for a large amount of financing in some of their estate investments. Justin Case, the owner of Memphis Reality and also a local nonprofit organization, told me that the company has never been audited. The firm is quite successful and has a solid reputation in the community. However, after closer examination of Justin Case’s history, I have my doubts. I contacted Case’s tax accountant, Jo King, to verify his previous financial history.
In this case, Thain reportedly attempted to negotiate a reduced bonus of $ 5 to $ 10 million and ultimately settled for no bonus at all. The internal stakeholders have big impact by Thai’s leadership at Merrill Lynch, especially employees and stockholders. Interviews with almost 30 current and former Bank of America and Merrill executives and employees convey just how messy the merger has been. All of them asked not to be identified because they either did not have permission from the banks to speak or because they had signed confidentiality agreements with their former employers. 2.
Running Head: THE ALCATEL-LUCENT MERGER – WHAT WENT WRONG? King Graduate School, Monroe College MBA – Master in Business Administration Program MG615 – Managing in the Global Environment Case Study Analysis Title : The Alcatel – Lucent Merger – What Went Wrong? Instructor : Benjamin Menald Student Name: Anderson L Henry Student ID: E-mail contact info: firstname.lastname@example.org Table of Contents Abstract 3 Background 4 Assumptions 7 Alternatives 11 Conclusion 13 Recommendations 15 References 16 Abstract The merger of communications equipment maker Alcatel of France and Lucent Technologies, a U.S telecommunications giant company, in 2006 provides us with a good example of some of the mistakes international managers must seek to avoid when negotiating mergers and joint ventures. This paper seeks to dissect key factors such as cross-cultural negotiations, leadership and managerial styles which were not appropriately addressed before the merger which lead to the subsequent poor performance of the newly formed company Alcatel-Lucent. Additionally, we will examine the changes which were made in an attempt to reverse the poor performance trend of the merged company Alcatel-Lucent and gauge whether they were successful and finally we will look at the current position of the merged company and examine its relevance and viability in today’s economy.