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This supplement to OLGC Finds Its Match (A), product # 9B09E014, summarizes the results from a series of bets and provides the email response from the game provider following the discontinuation of this particular game.

This book, written by Virginia Commonwealth professor Jeffrey A. Krug and published by Business Expert Press, provides an in-depth look at the consequences of M&As for acquired top management teams. It examines M&As as a corporate growth strategy, the importance of top management teams to a firm's long-term performance, the reasons why executives depart after an acquisition, the effects of these departures on target company performance, and other key issues. Chapter 1, Turmoil in Top Management Teams Following Mergers and Acquisitions, provides an overview of the roles of top corporate management, the issues that arise for those executives when companies merge, the nature and extent of executive turnover, and the attendant challenges for top managers who remain in place.

This book, written by Virginia Commonwealth professor Jeffrey A. Krug and published by Business Expert Press, provides an in-depth look at the consequences of M&As for acquired top management teams. It examines M&As as a corporate growth strategy, the importance of top management teams to a firm's long-term performance, the reasons why executives depart after an acquisition, the effects of these departures on target company performance, and other key issues. Chapter 2, Mergers and Acquisitions, discusses global M&A trends and the different strategies that firms use to grow revenues and assets over the long term. It then discusses why M&As are a popular strategy for growing the firm over the long term and why technology and globalization trends should spur increased worldwide M&A activity over the next several decades.

This book, written by Loyola University of New Orleans professor Jeffrey A. Krug and published by Business Expert Press, provides an in-depth look at the consequences of M&As for acquired top management teams. It examines M&As as a corporate growth strategy, the importance of top management teams to a firm's long-term performance, the reasons why executives depart after an acquisition, the effects of these departures on target company performance, and other key issues. Chapter 3, Top Management Teams, examines the role of top management teams in formulating and executing corporate strategy. It discusses why executives matter, how top management teams are created, and the importance of managerial discretion in creating effective executive teams.

This book, written by Loyola University of New Orleans professor Jeffrey A. Krug and published by Business Expert Press, provides an in-depth look at the consequences of M&As for acquired top management teams. It examines M&As as a corporate growth strategy, the importance of top management teams to a firm's long-term performance, the reasons why executives depart after an acquisition, the effects of these departures on target company performance, and other key issues. Chapter 4, Do Mergers and Acquisitions Create Value?, discusses the economic rationale for M&As and whether they create value for shareholders.

This book, written by Loyola University of New Orleans professor Jeffrey A. Krug and published by Business Expert Press, provides an in-depth look at the consequences of M&As for acquired top management teams. It examines M&As as a corporate growth strategy, the importance of top management teams to a firm's long-term performance, the reasons why executives depart after an acquisition, the effects of these departures on target company performance, and other key issues. Chapter 5, Why Mergers Fail, discusses why M&As fail. In particular, it discusses the tendency of acquiring firms to overpay, synergy creation in M&As, and the importance of industry structure in determining firm profitability and merger success. Chapter 5 also examines the effects of M&As on target company executive teams, how acquiring firms can minimize the negative effects of an acquisition on target company leadership, and how firms can build more effective top management teams during the postmerger integration process.

This book, written by Loyola University of New Orleans professor Jeffrey A. Krug and published by Business Expert Press, provides an in-depth look at the consequences of M&As for acquired top management teams. It examines M&As as a corporate growth strategy, the importance of top management teams to a firm's long-term performance, the reasons why executives depart after an acquisition, the effects of these departures on target company performance, and other key issues. Chapter 6, Executive Turnover and Postmerger Performance, discusses the relationship between postmerger executive turnover and postmerger performance. Current evidence suggests that turnover is a major cause of poor performance. I take a contrary view and explain why turnover can sometimes be a Beneficial outcome of an acquisition.

This book, written by Loyola University of New Orleans professor Jeffrey A. Krug and published by Business Expert Press, provides an in-depth look at the consequences of M&As for acquired top management teams. It examines M&As as a corporate growth strategy, the importance of top management teams to a firm's long-term performance, the reasons why executives depart after an acquisition, the effects of these departures on target company performance, and other key issues. Chapter 8, After the Merger, discusses why executives stay or leave after an acquisition.

This book, written by Loyola University of New Orleans professor Jeffrey A. Krug and published by Business Expert Press, provides an in-depth look at the consequences of M&As for acquired top management teams. It examines M&As as a corporate growth strategy, the importance of top management teams to a firm's long-term performance, the reasons why executives depart after an acquisition, the effects of these departures on target company performance, and other key issues. Chapter 7, Before the Merger, discusses merger motivations, executive perceptions of different merger motives, and the strategic drivers of M&As.

This book, written by Loyola University of New Orleans professor Jeffrey A. Krug and published by Business Expert Press, provides an in-depth look at the consequences of M&As for acquired top management teams. It examines M&As as a corporate growth strategy, the importance of top management teams to a firm's long-term performance, the reasons why executives depart after an acquisition, the effects of these departures on target company performance, and other key issues. Chapter 9, Conclusion, discusses strategies for managing executive turnover and building more effective top management teams following a merger or acquisition.

In the competitive South Korean credit card market, a review of the past decade of HyundaiCard's marketing strategies and evaluation of anticipated possible difficulties of being a market follower revealed several challenges for senior management. Despite a tremendously successful creative business model based on customer needs, innovative products and integration of online and offline customers, the company's performance had not progressed in the past seven years. HyundaiCard had difficulty relating its creative business model to the strong personas of the leading players in the credit card industry. How could HyundaiCard, a market follower, successfully position itself as a market leader? Could HyundaiCard's marketing strategy keep enhancing its competitive edge in the market? What future strategy would be best for HyundaiCard?

Iris Running Crane, an MBA candidate, must choose among three different job offers in private equity. One is with a top-tier megafund buyout operation; the second with a geographically focused mid-market fund; and the third with a one-time top-tier fund that is trying to reposition itself as a turnaround expert, starting with its own portfolio. Iris must consider the advantages and drawbacks of each position, and how each will help her achieve her personal goals.

Taiwan's Koo Foundation Sun Yat-Sen Cancer Center has developed an integrated, team-based care delivery model for breast cancer care that is being expanded to other cancer types in 2009. A decade earlier, President and CEO Dr. Andrew Huang and the Center had worked with the Taiwan National Health Insurance system to create a pay-for-performance reimbursement program for breast cancer care that has since been adopted by five other providers. The program issues capitated, per patient base payments for breast cancer care, with bonus payments based upon provider reporting and performance on a set of quality measures. This case allows readers to examine health care provider strategy, development and implementation of bundled reimbursement, integrated care delivery, quality measurement, and Taiwan's universal health care system.

Woolf Farming Company, a privately owned family farming business in California's Central Valley, found its business threatened by a lack of water, brought on by a combination of drought, poor quality well water and unavailability of surface water due to federally imposed pumping restrictions. Woolf had been farming crops for more than 30 years, but this was the first time they suffered a water shortage so severe that crops had to be abandoned in the field. Even if there was short-term relief in the form of an increased allocation of water from the government, Woolf was concerned about water reliability and the need for additional infrastructure to provide long term water security to the region. If convinced that the water problem would be resolved, then Woolf should move quickly to purchase more land which was currently available at distressed prices. Yet some board members questioned the logic of additional investment in the region whose resources were so uncertain and wondered whether it was more prudent to pursue growth elsewhere. At the same time, some of Woolf's owners began to believe that more of the company's resources should be prioritized for dividends and other distributions as opposed to purely growth. What, if anything, could Woolf and other farmers do to influence the outcome?

In October 2008, WM Wrigley Jr. Company ("Wrigley"), the world's largest gum-maker, completed a US$23 billion friendly takeover by Mars, a US-based, family-owned company and a global leader in confectionery products. The takeover made Mars the world's largest confectionery company, and Wrigley became a standalone subsidiary of Mars. Wrigley had been outperforming the rest of the confectionery industry in the 10 years leading up to the merger. The merger allowed both Wrigley and Mars to leverage each other's strengths to continue their paths of growth. Mars was attracted by Wrigley's success in China and its product innovation. How has Wrigley succeeded in China's chewing-gum market through product innovation? Bolstered by Mars's financial strength and product portfolio, what product-innovation strategy can it adopt to seize the opportunities for sustained success?

This case focuses on Gas Natural BAN's network expansion project to provide natural gas to five low-income neighborhoods in the suburban area of Buenos Aires. It shows how a business model evolved to serve low-income sector (henceforth, LIS) customers, and, more particularly, it describes how the company partnered with a local CSO, Fundación Pro Vivienda Social (Foundation for Social Housing, henceforth FPVS), and learned how to work with these communities in a project carried out in Moreno's Cuartel V. Starting with the project carried out with FPVS, the company had begun to pursue natural gas network expansion projects for LIS neighborhoods with a business approach that differed from the scheme used with conventional customers. At the juncture depicted by this case, the company needs to set the guidelines for its natural gas network expansion strategy targeting LIS neighborhoods. Gas Natural BAN's experience with FPVS, though viewed as successful by the company, registered some inefficiencies that prevented its large-scale application and led management to look for new options to pursue its LIS strategy. As a result, the FPVS collaboration model and its potential for optimization were questioned. It was also questionable whether the scheme used by FPVS in Moreno's Cuartel V would be applicable to other neighborhoods with different conditions. This teaching case deals primarily with the development of inclusive business models based on cross-sector collaborations involving companies, nonprofits and citizens. It may be used in graduate courses on Business and Society, Corporate Social Responsibility or Business Strategy including BOP issues.

Spreadsheet Supplement for UV5144.

In December 2006, Alcan was the second largest producer of aluminum in the world, but the industry was consolidating. The case traces the development of the aluminum industry since World War II to the recent emergence of China as an economic power and the accompanying rise in commodity prices. Alcan had to decide between two offers: to be acquired or to go it alone. The first offer was from Alcoa and the other from Rio Tinto. Alcoa was the world leader in the production of aluminum and, like Alcan, was engaged in significant technological research and development. Meanwhile, Rio Tinto was one of the largest mining companies in the world, but had minor aluminum operations and, in general, few downstream processing plants or technologies. Students are asked to identify Alcan's key resources and consider which strategy would make best use of them.

In May 2007, aluminum giant Alcoa announced its intentions to perform a hostile takeover of Alcan. Case B is set at this point and before Rio Tinto was in a position to announce its own offer. Students are asked to perform valuations of Alcan to determine the premium offered by Alcoa, consider the strategies Alcan can employ, and supply the suggestions Alcan managers should provide shareholders.

Hungary's top producer of poultry products is deciding the company's future strategy in the face of new opportunities in Central and Eastern Europe, a changing retail market in Hungary, and the possibility of increased global competition.