Redwood Shores, Calif.-based Visto "threw in the towel,'' Ronald Dimock, a lawyer for RIM, told Bloomberg News. "There is no settlement. '”' Because of the patent litigation win, Research in Motion has currently filed a preemptory lawsuit in Texas against the patent licensing outfit based in Germany that is also suing many cell phone manufacturers, alleging infringements of hundreds of patents it holds and seeking license settlements. The two companies must still agree on a royalty payment plan, Dimock said. (Rim Company Profile, 2012).
Columbia/HCA Healthcare Corporation: The Beginning The Healthcare Company started in 1987; Richard Scott teamed up with Richard Rainwater to form the Columbia Healthcare Corporation. At the time, the 34-year-old Scott was a graduate of both the University of Missouri and Southern Methodist University Law School; Rainwater was a Fort Worth financier, a self-made billionaire. In September 1993, Columbia merged with Galen Health Care, which had earlier been spun off from Humana. It now owned 99 hospitals in the USA and internationally. It
FIVE STAR BEER—PAY FOR PERFORMANCE In June 1997, Tom McMullen (President— Alliance Brewing Group) and Zhao Hui Shen (General Manager—Five Star Brewing Co. Ltd) met to discuss the “pay for performance” systems which Zhao had been implementing at Five Star’s two breweries over the past several months. McMullen needed to determine whether or not these incentive systems were properly designed to ensure that the breweries would produce higher quality beer at progressively lower costs. If not, he needed to consider how he might suggest that these and other systems be changed in order to achieve Alliance Brewing’s cost and quality objectives. FIVE STAR’S ASIMCO CONNECTION The majority owner of Beijing Asia Shuang He Sheng Five Star Brewing Co. Ltd. (Five Star) was the Beijing-based investment group, Asian Strategic Investments Corporation (ASIMCO). The primary shareholders of ASIMCO were Trust Company West, Morgan Stanley—Dean Witter Reynolds and senior management.
Riordan Benchmarking Alexis OB Holland, Lori Maas, Queenetta Parris MMPBL/560 July 30, 2012 Rachelle Disbennett-Lee Riordan Benchmarking Riordan Manufacturing is a subsidiary of Fortune 1000 powerhouse, Riordan Industries. Riordan Industries is the brainchild of renowned chemist Dr. Michael Riordan. Given the success of the domestic facilities, opened an international facility in the Hangzhou Province of China but soon faced issues of international management and cultural diversity. This paper will focus on an analysis of six companies facing similar issues to Riordan Manufacturing, how the companies responded to those issues, and the resulting outcomes. Additionally, this paper will provide a comparison and contrasts
Chic Paints Plan Introduction to business (Section 4)Which accounting function will you be reviewing?Accounts Receivable/Credit ControlOverview of the business (PC 1.3)How big is the business – staff, offices, turnover?Chic Paints Ltd manufactures and supplies specialist paint products such as those used on boats, cars and industrial machines. It operates business to business. The company was formerly part of Ashstead Plc, but was the subject of a management buyout (MBO) from its previous owners in 2008 by five of its directors, whom had managed the company for many years. Prior to the MBO the Ashstead Plc operated a conglomerate manufacturing a wide range of products but this was considered to be no longer viable and as a result Chic Paints Ltd was sold off. Following the MBO the company moved away from the household paints market and towards the niche market of specialised paints as there is less competition and profit margins are higher.
Mr. Wallace continues direct operational control over the Electronics Group. Several years ago, Wallace and the Board embarked on a strategy of diversification into plastics and chemicals in order to decrease the company’s dependence on defense-related business. Presently, the morale within The Wallace Group has deteriorated to the point where some of the employee stockholders made an attempt to force Wallace’s resignation. As a result of this crisis, Wallace has hired YOU, a management consultant, to
After many failed attempts to convince Star to back Powerscreen, Hacker decided to seek out a third party for support. Hacker came to an agreement with third party, Jeremy Gates, to buy Powerscreen and for Hacker to receive a percentage of the royalties which is dependent upon the amount of the software that is sold. Star argued that since Powerscreen was developed using HackerStar office equipment, any royalties should be owned by the company. Hacker disagreed with Star’s right to ownership, which resulted in a heated argument that quickly turned personal. My task as Hacker’s attorney in the negotiation is to avoid litigation and keep the company afloat.
As someone who has been through two major computer mergers, Paul Brandling knows that one of the toughest things to get right is fostering a new corporate culture. As a long-standing Compaq employee, Mr Brandling is familiar with the stories about the Digital Equipment Corpora-tion employees in Europe who still meet to talk about DEC more than four years after Compaq took over. Mr Brandling, who survived the DEC merger as well as the earlier Compaq takeover of Tandem Computers, is now responsible for merging the Australian and New Zealand operations of Hewlett-Packard and Compaq. As managing director of HP South Pacific, Mr Brandling has the tricky task of reassuring customers and motivating staff, while at the same time sacking up to 600 people. The job losses are part of a global cost-cutting program to make the $US18.6 billion ($34 billion) merger of HP and Compaq succeed in the eyes of financial markets.
Leader ship Biography John was born and raised in Hartford, Connecticut. He holds a bachelor’s degree in finance from the University of Colorado, a master’s degree in business administration from the Kellogg Graduate School of Management at Northwestern University, and honorary doctorate degrees in humane letters from the University of San Francisco and Westminster College. John founded Room to Read in 2000, after a fast-paced and distinguished career with Microsoft from 1991 to 1999, where he led marketing and business development teams throughout Asia as the Director of Business Development for the Greater China region and as Director of Marketing for the Asia-Pacific region. As executive chairman of Room to Read, John travels extensively to spread the Room to Read story and secure funding to advance the organization’s vision of empowering millions of children and their families in the developing world through education. Under John’s leadership, Room to Read has impacted the lives of over 3 million children in nine countries throughout Asia and Africa.
This case is based on an interview of Steve Jobs by Walter Isaacson, the author of Jobs's biography. His saga is the entrepreneurial creation myth writ large. Steve Jobs cofounded Apple in his parents’ garage in 1976, was ousted in 1985, returned to rescue it from near bankruptcy in 1997, and by the time he died, in October 2011, had built it into the world's most valuable company. Along the way he helped to transform Page 370seven industries: personal computing, animated movies, music, phones, tablet computing, retail stores, and digital publishing…. When Jobs returned to Apple in 1997, it was producing an array of computers and peripherals, including a dozen different versions of the Macintosh.