學門類別
哈佛
- General Management
- Marketing
- Entrepreneurship
- International Business
- Accounting
- Finance
- Operations Management
- Strategy
- Human Resource Management
- Social Enterprise
- Business Ethics
- Organizational Behavior
- Information Technology
- Negotiation
- Business & Government Relations
- Service Management
- Sales
- Economics
- Teaching & the Case Method
最新個案
- A practical guide to SEC ï¬nancial reporting and disclosures for successful regulatory crowdfunding
- Quality shareholders versus transient investors: The alarming case of product recalls
- The Health Equity Accelerator at Boston Medical Center
- Monosha Biotech: Growth Challenges of a Social Enterprise Brand
- Assessing the Value of Unifying and De-duplicating Customer Data, Spreadsheet Supplement
- Building an AI First Snack Company: A Hands-on Generative AI Exercise, Data Supplement
- Building an AI First Snack Company: A Hands-on Generative AI Exercise
- Board Director Dilemmas: The Tradeoffs of Board Selection
- Barbie: Reviving a Cultural Icon at Mattel (Abridged)
- Happiness Capital: A Hundred-Year-Old Family Business's Quest to Create Happiness
Danaher-The Making of a Conglomerate
內容大綱
Danaher's 25-year history of acquisition-driven expansion had produced healthy stock prices as well as above-average growth and profitability for more than 20 years; however, since mid-2007, Wall Street questioned the scalability of the company's corporate strategy and its reliance on acquisitions. Prudential Equity Group had downgraded Danaher to underweight status, citing concerns over its inadequate organic growth. In March 2009, its CEO wondered how to keep growing a company that faced changing world-wide economic circumstances, pressure from low-cost manufacturers, new competitors, flat or declining demand for company products, price increases for certain raw materials, and criticism from market analysts. Should he consider changing Danaher's growth strategy, or should he be confident that past successes were sustainable? Should he consider changes to the way Danaher made acquisitions or attempt aggressive organic growth? Should Danaher make larger acquisitions or increase the pace of deal making or would the answer lie in tighter integration of targets within each platform, where additional value could be created?