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Topic: Restructuring
YOUR SEARCH PRODUCED 169 MATCHES. PAGE 2 of 17 Items 11-20 of 169
Note On Postmerger Integration
Authors: Bourgeois III, L.; Patel, L.
Product Type: Notes
Source: Darden Business Publishing
Publication Year: 2009
Approximately 65% to 85% of mergers fail. That's a startling statistic. While there are myriad reasons why mergers are not successful, in many cases the reason is simple: a failure to develop and execute an appropriate postmerger integration (PMI) strategy. This note contains some tips and best practices distilled from those successes.
Car Sharing In Barcelona: Avancar
Authors: Lago, A.; Martinez de Albeniz, V.; Alegre, M.
Product Type: Cases
Source: IESE Business School
Publication Year: 2009
Avancar started offering car sharing services in Barcelona in 2004. As Avancar kept growing, it had the possibility of modifying the design of the service process and the management of its capacity. This was especially important since some traditional rental companies were launching similar services in the city.
Building a Networked Organization: Restructuring the IT Department at MWH (A, B)
Authors: Cross, Rob; Gulas, Vic; Parker, Andrew; Halliday, Amy
Product Type: Cases
Source: Darden Business Publishing
Publication Year: 2009
Vic Gulas, the new head of IT at the engineering consulting firm MWH Consulting, is charged with turning a geographically organized department into one organized by function...
Hollard: The Office Move
Authors: Viedge, C.; Beswick, C.
Product Type: Cases
Source: Graduate School of Business Administration, University of Witwatersrand
Publication Year: 2009
This case looks at the history of Hollard Insurance and the company's cultural transformation associated with the promotion of Nic Kohler to CEO. Kohler saw Hollard as having three pillars of success: people, partnership, and innovation.
HR Problems at Jet Airways: Coping with Turbulent Times in the Indian Aviation Industry
Authors: Purkayastha, D.; Tallur, V.
Product Type: Cases
Source: ICMR Center for Management Research
Publication Year: 2009
After showing the door to more than 1,000 employees in a bid to streamline its operations, Jet was faced with immense criticism and opposition by various organisations and political parties.
Save Energy Now Case Collection
Author: U.S. Department of Energy
Product Type: Cases; Mini-Cases
Source: U.S. Department of Energy
Publication Year: 2009
These case studies highlight energy savings achieved by companies that have participated in Save Energy Now energy assessments and used Industrial Technologies Program software tools to improve energy efficiency.
Pep Stores
Authors: McPherson, C.; Burgess, S.; Jere, M.
Product Type: Cases
Source: ECCH
Publication Year: 2009
Market orientation is an important source of competitive advantage as it facilitates the profitable serving of target customer segments. The case examines the antecedents and consequences of market orientation in the context of Pep Stores, a modern profitable clothing, footwear and textiles discount retailer, catering to low-income consumers in an emerging consumer market.
Virginia Mason Medical Center
Authors: Bohmer, Richard M.J.; Ferlins, Erika M.
Product Type: Cases
Source: Harvard Business School Publishing
Publication Year: 2008
In 2000, Dr. Gary Kaplan became CEO of the Virginia Mason Medical Center in Seattle, Washington. The hospital was facing significant challenges: It was losing money for the first time in its history, staff morale had plummeted, and area hospitals presented ardent competition. Considerable change was imminent...
Procter & Gamble in the 21st Century (A, B, C)
Authors: Kanter, Rosabeth Moss; Bird, Matthew
Product Type: Cases
Source: Harvard Business School
Publication Year: 2008
A.G. Lafley and P&G leaders decided to approach the Gillette integration differently from previous mergers. Using P&G's purpose, values, and principles (PVP) it treated the acquisition as a merger which sought to take the "best of both" from each company.
Tribune Company, 2007
Authors: Seth Gordon, Eric; Luehrman, Timothy A.
Product Type: Cases
Source: Harvard Business School Publishing
Publication Year: 2008
This case describes the proposed acquisition of Tribune Company by Sam Zell in 2007. It is two-tiered, employs an ESOP as the acquisition vehicle, involves a high degree of leverage as well as significant asset sales, and Zell himself will own almost no common stock in the post-deal Tribune.
YOUR SEARCH PRODUCED 169 MATCHES. PAGE 2 of 17 Items 11-20 of 169