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- March 1999 (Revised January 2005)
- Case
Newell Company: Corporate Strategy
By: Cynthia A. Montgomery and Elizabeth Gordon
In 1998, Newell Co., a manufacturer of low-tech, high-volume consumer goods, acquired Calphalon Corp., a high-end cookware company, and Rubbermaid, a $2 billion manufacturer of consumer and commercial plastic products. The case focuses on Newell's strategy and its... View Details
- February 1999
- Case
PDVSA & Citgo (A): Seeking Stability in an Uncertain World
By: Ashish Nanda
In order to secure demand for its heavy oil, PDVSA buys 50% of the U.S. refining and retail company Citgo. In 1990, it buys the remaining 50% ownership of Citgo. The case describes the challenges faced by PDVSA and Citgo managements as they try to make their... View Details
- February 1999
- Case
PDVSA & Citgo (B): Fully Integrated?
By: Ashish Nanda
Concerned that Citgo investments are not yielding sufficient returns, PDVSA constrains Citgo management's autonomy, leading to Citgo senior management turnover. The case closes with Citgo's new CEO reflecting on what he needs to do to align Citgo's strategy and... View Details
- February 1999 (Revised June 2010)
- Case
Car Wash Partners, Inc.
By: Paul A. Gompers
Examines the investment decision of Cabot Brown and Bill Burgin, two venture capitalists, to finance Car Wash Partners (CWP). CWP intends to purchase automatic car washes around the country. Investment strategy and deal structuring are discussed. View Details
- February 1999
- Article
Interest-Rate Exposure and Bank Mergers
By: B. C. Esty, Bhanu Narasimhan and Peter Tufano
- January 1999 (Revised March 2001)
- Case
MindSpring
In a business environment where Internet Service Providers (ISP) has become increasingly commodity-like, Charles Brewer, founder and CEO of MindSpring, the nation's sixth largest ISP and the recognized leader in customer satisfaction, ponders a proposed merger with... View Details
- December 1998
- Case
Bell Atlantic and the Union City Schools (A): The Intelligent Network
By: Rosabeth M. Kanter and Ellen Pruyne
The first in a five-part series about Bell Atlantic Corp.'s technology-in-education partnership with the Union City, New Jersey school system. Provides an overview of the telecommunications industry in general and Bell Atlantic in particular, with special attention to... View Details
- December 1998 (Revised December 1999)
- Case
Morgan Stanley Dean Witter Private Client Services
By: Thomas J. DeLong, David M. Darst, Ann K Rusher and Catherine M. Conneely
The 1997 merger of retail giant Dean Witter and investment bank Morgan Stanley was a year old when Bob Sculthorpe was appointed director of Private Client Services (PCS) at Morgan Stanley Dean Witter (MSDW). The firm was still operating under two separate broker-dealer... View Details
- December 1998 (Revised September 1999)
- Case
Novartis: Betting on Life Sciences
By: Ray A. Goldberg, Carin-Isabel Knoop and Srinivas Sunder
The merger of Ciba-Geigy and Sandoz produced genomic-based synergies for health care, agribusiness, and nutritional supplements. How to build on the strength of the individual divisions and provide synergies that would continue Novartis' leadership role is the question... View Details
- November 1998 (Revised December 1998)
- Case
Jeanne Lewis at Staples, Inc. (A)
By: Linda A. Hill and Kristin Doughty
Jeanne Lewis, after six years with Staples, Inc., is promoted to senior vice president of marketing. She is to work for fifteen months alongside her predecessor, a legacy in the organization, "learning the ropes" before he moves on. This case is set nine months after... View Details
- November 1998 (Revised December 1998)
- Case
Asea Brown Boveri (Condensed)
By: Robert L. Simons
The merger of Asea AB and BBC Brown Boveri required a restructuring of operations and a change in organizational cultures. Competitive success also necessitated the benefits of scale while remaining "local" for political and customer-responsiveness reasons. The case... View Details
- October 1998 (Revised November 1999)
- Case
Farallon Capital Management: Risk Arbitrage (A)
By: Andre F. Perold and Robert Howard
Farallon Capital Management, an investment firm that specializes in risk arbitrage, has taken significant long and short positions in MCI Communications and British Telecommunications, respectively, in the belief that the proposed merger of these firms will be... View Details
- October 1998
- Case
Farallon Capital Management: Risk Arbitrage (B)
By: Andre F. Perold and Robert Howard
Farallon Capital Management, an investment firm that specializes in risk arbitrage, has taken significant long and short positions in MCI Communications and British Telecommunications, respectively, in the belief that the proposed merger of these firms will be... View Details
- October 1998
- Case
Farallon Capital Management: Risk Arbitrage (C)
By: Andre F. Perold and Robert Howard
Farallon Capital Management, an investment firm that specializes in risk arbitrage, has taken significant long and short positions in MCI Communications and British Telecommunications, respectively, in the belief that the proposed merger of these firms will be... View Details
- June 1998 (Revised May 2001)
- Teaching Note
Acquisition of Consolidated Rail Corporation, The (A and B) TN
By: Benjamin C. Esty and Mathew M Millett
Teaching Note for (9-298-006) and (9-298-095). View Details
- April 1998 (Revised November 1999)
- Case
Hambrecht & Quist
By: Thomas J. DeLong and Nicole Tempest
Hambrecht & Quist (H&Q), an investment bank headquartered in San Francisco, has a very unique culture relative to its Wall Street counterparts. Firm members and even competitors describe the culture as entrepreneurial, team-driven, non-bureaucratic, and... View Details
- April 1998 (Revised July 2005)
- Case
Acquisition of Consolidated Rail Corporation (A), The
By: Benjamin C. Esty, Lori A. Flees and Mathew M Millett
On October 15, 1996, Virginia-based CSX and Pennsylvania-based Consolidated Rail (Conrail), the first and third largest railroads in the eastern United States, announced their intent to merge in a friendly deal worth $8.3 billion. This deal was part of an industry-wide... View Details
- April 1998 (Revised May 2001)
- Supplement
Acquisition of Consolidated Rail Corporation (B), The
By: Benjamin C. Esty, Lori A. Flees and Mathew M Millett
Eight days after CSX announced it was going to buy Consolidated Rail (Conrail) for $88.65 per share, Norfolk Southern made a hostile $100 per share bid for Conrail. Over the next several months, the potential acquirers upped their bids while exchanging criticism in the... View Details
- April 1998
- Case
Compaq, 1998
By: Steven C. Wheelwright and Matt Verlinden
In 1997, Compaq Computer Corp. had become a $25 billion powerhouse. It had accomplished its revenue growth projections, successfully made a number of strategic acquisitions, and increased its gross margins, principally by moving up market into servers, workstations,... View Details