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Bourgeois, L. J. III

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Acquisition of Axia by Healthways, Inc.

Appropriate for use in business policy and strategy courses. The vice president of integration of Healthways reviews the value-driver-scorecard template to be used in managing the integration efforts of the company's most recent acquisition, Axia Health Management LLC in December 2006. He must ensure a seamless integration of Axia and its five distinct business units spread across the United State ...

Albany International/Geschmay Group Merger

Albany International, a New-York-based paper machine clothing (PMC) manufacturer, has overpaid to acquire Geschmay Group. Its paper manufacturer customers have been consolidating quickly, forcing PMC companies to do the same. Not only are the corporate and national cultures of the two firms different, but Geschmay is multicultural and poorly integrated. Albany International management must decide ...

Banc One's Halcyon Days of Merger Integration

The year 1992 had been most successful for Banc One placing it first among the 25 largest banks in the United States. It had achieved this stellar record through a strategy of nuts-and-bolts banking that included focusing on serving retail and middle-market customers through community banks, investing in technologies that created competitive advantages, and treating bank acquisitions as an ongoing ...

Ben & Jerry's and Unilever: The Bohemian and the Behemoth

Ben & Jerry/Unilever raises the issues of (1) how to bring a nonbusiness culture (B&J) into a corporate culture (Unilever) while preserving the value acquired; (2) how to manage a recently acquired subsidiary whose parent company is an ocean away; (3) how, as a corporate-appointed general manager, the French general manger can gain the trust of the acquired firm; and (4) how (or even whether) to p ...

Building the New Bosco-Zeta Pharma (A)

After Bosco Pharmaceutical's acquisition of Zeta AG, the Bosco chairman is unsure whether to merge the two firms using only internal resources or accept the help of Deloitte Consulting. Deloitte advocates an overhaul of Bosco's organizational structure to accommodate Zeta, a company one-fifth Bosco's size. The chairman is uncertain whether to adopt Zeta's worldwide product structure or whether Zet ...

Building the New Bosco-Zeta Pharma (B)

The Bosco chairman realizes that Bosco and Zeta have different work cultures and to make the integration a success, it was imperative to create a new unique identity for the new company Bosco-Zeta Pharma. He decides that the goal is to retain the best elements of the existing social capital from the two separate organizations while improving the new company's responsiveness to customers, competito ...

Cisco Systems in 2005: From B2B to B2C

While awaiting the acquisition of Scientific Atlanta in 2005, Cisco needed to adapt its well-known B2B postmerger integration process to accommodate its budding consumer platform. To deal with the distance and size of the acquisition, Cisco had to shift its growth strategy and enter territories where it had little to no experience. ...

Cisco: Early if Not Elegant (A)

Its unique integration process had worked well for Cisco from 1994 until 2001, when its buying spree ended, causing public speculation that the firm had overshopped. Yet in early 2002, the CEO of Cisco announced that he would acquire eight or ten companies that year. This case examines Cisco's postmerger integration (PMI) strategy. Students will discover how Cisco realizes value from its acquisiti ...

Cisco: Early if Not Elegant (B)

The relentless pace of Cisco Systems' acquisitions between 1993 and 2000 ground to a halt in 2001, with Cisco buying only two businesses that year. Market conditions may have shed light on cracks in its acquisition methodology, but the most profound change, according to CEO John Chambers, was the decision to acquire companies at a later stage of product development than previously. This B case inc ...

Comcast Corporation's Merger with AT&T Broadband

In December 2001, after a six-month process of vying for AT&T's Broadband, the president of cable operator Comcast Corporation, had just received word that Comcast's $72-billion offer had won the auction. Comcast, the cable industry's third-largest operator, would merge with industry leader AT&T Broadband to form a company with more than $20 billion in revenue and an unparalleled distribution (a p ...

Danaher—The Making of a Conglomerate

Prudential Equity Group had downgraded Danaher to underweight status, citing concerns over its inadequate organic growth. By March 2009, its CEO wondered how to keep growing a company that faced changing worldwide economic circumstances, pressure from low-cost competitors, new competitors, flat or declining demand for company products, price increases for certain raw materials, and criticism from ...

Dollar General Corporation (A) Abridged

Condensed version of UVA-BP-0253 ...
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