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
Membertou First Nation: Possible Acquisition of Clearwater Seafoods
內容大綱
In 2021, a coalition of seven First Nations communities was exploring a potential partnership with Premium Brand Holdings Corporation (Premium Brands). If executed, this partnership would constitute the single largest investment in the seafood industry by any Indigenous group in Canada. Chief Terry Paul, the Chief of Membertou First Nation in Cape Breton, Nova Scotia, had ambitious goals. He desired to develop his community to become economically and financially self-sufficient in order to free it from dependence on government funding. In 2020, John Risley, co-founder of Clearwater Seafoods Incorporated (Clearwater), shared his plans to retire with Paul and asked him to consider purchasing the company, as he believed Paul and his community would be good stewards of Clearwater. Seeing the opportunity, Paul formed partnerships with six other First Nations communities in Atlantic Canada, but they needed to secure additional funding, and sought a corporate partner to assist. While Paul searched for a partner who would be willing to eventually allow the coalition to purchase 100 per cent of Clearwater, the best offer he received was for a 50/50 ownership split with Premium Brands. Although Premium Brands was not willing to accept Paul's ownership criteria, this deal would have a significant impact for the First Nation communities. Should Paul set aside his criteria and accept the counteroffer? How could he secure this deal while maximizing the benefit for all stakeholders?