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
The Merger of the TSX Group and the Montreal Exchange
內容大綱
In mid-October 2007, the chief executive officer (CEO) of the TSX Group was contemplating his strategic options. In March 2009, a decade-long non-compete agreement between the TSX Group and the Montréal Exchange would expire. Under this agreement, the former had been the sole exchange for trading senior equities in Canada while the latter had the monopoly on exchange-traded derivative contracts. Afterwards, both exchanges would be able to compete directly in their respective businesses. The CEO believed a merger between the two Canadian exchanges made strategic sense, especially given the current merger wave globally, but his counterpart had rebuffed his advances. What was the best way to bring his rival to the bargaining table? Should the TSX Group make a hostile bid? How much of a premium for shares should be offered?