H. J. Heinz M&A

2017 ◽  
pp. 1-25
Author(s):  
David P. Stowell ◽  
Nicholas Kawar
Keyword(s):  
Strategic Decision ◽  
Strategic Decision Making ◽  
List Type ◽  
Investment Bankers ◽  
Outstanding Debt ◽  
Future Consequences ◽  
Transaction Value ◽  
The Impact ◽  
Global Growth

During December 2012, Jorge Paulo Lemann, a co-founder and partner at 3G, proposed to Warren Buffett that 3G and Berkshire Hathaway acquire H. J. Heinz Company. Lemann and Buffett, who had known each other for years, jointly decided that the Heinz turnaround had been successful and that there was significant potential for continued global growth. 3G informed Heinz CEO William Johnson that it and Berkshire Hathaway were interested in jointly acquiring his company. Johnson then presented the investors' offer of $70.00 per share of outstanding common stock to the Heinz board.After much discussion, the Heinz board and its advisors informed 3G that without better financial terms they would not continue to discuss the possibility of an acquisition. Two days later, 3G and Berkshire Hathaway returned with a revised proposal of $72.50 per share, for a total transaction value of $28 billion (including Heinz's outstanding debt).Following a forty-day “go-shop” period, Heinz, 3G, and Berkshire Hathaway agreed to sign the deal. But was this, in fact, a fair deal? And what might be the future consequences for shareholders, management, employees, and citizens of Pittsburgh, the location of the company's headquarters? Last, what was the role of activist investors in bringing Heinz to this deal stage?After reading and analyzing the case, students will be able to: Understand the influence of investment bankers on M&A transactions Consider synergies that drive M&A Consider the role of activist investors in corporate strategic decision-making Understand the impact of M&A on key corporate stakeholders Apply core valuation techniques to support M&A valuation

scholarly journals The impact of artificial intelligence analytics in enhancing digital marketing: the role of open big data and AI analytics competencies

2021 ◽  
Author(s):  
Tahereh Saheb ◽  
Bahareh Amini
Keyword(s):  
Artificial Intelligence ◽  
Big Data ◽  
Structural Equation ◽  
Strategic Decision ◽  
Digital Marketing ◽  
Equation Modeling ◽  
Strategic Decision Making ◽  
Knowledge Based ◽  
The Impact

Abstract Purpose: The goal of digital marketing is to enhance strategic decision making to discover competitive and consumer behavior, and to provide early warnings of risks and opportunities. In the age of digitalization, digital marketing may be influenced with the use of cognitive technologies and also open sources of big data. The aim of this paper is to understand the impact of artificial intelligence analytics on digital marketing and the role of open big data and AI analytics competencies in this relationship.Design: A structural equation modeling of the 227 questionnaire was carried out. Findings: Our analysis shows that open big data has a significant impact on digital marketing, and AI analytical competencies moderate the impact of open big data on digital marketing. Value: Theoretically, this study extends the literature on knowledge-based view and AI analytics in digital marketing. Practically, this study broadens understandings regarding the perquisites of digital marketing through the use of cognitive technologies and open big data

MWEB: Growth strategy options for an internet service provider

2021 ◽  
pp. 1-25
Author(s):  
Rihana Hoosain ◽  
Geoff Bick ◽  
Mikael Samuelsson
Keyword(s):  
Decision Making ◽  
Competitive Advantage ◽  
Growth Strategy ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
The Internet ◽  
List Type ◽  
Teaching Case ◽  
The Impact

Subject area of the teaching case: The case is particularly relevant for students studying elements of business strategy with an interest in strategic decision-making, competitive strategy, and growth strategy. The case leverages several strategic frameworks taught throughout business courses and illustrates a real-world application of these frameworks to support sound strategic decision-making. Furthermore, the case examines the relevance of sustainable competitive advantage and the linkages to the appropriate growth strategy for a business. It is recommended that this case be taught once students have covered the applicable theory and frameworks in class. Student level: This case is designed for business administration students, in particular MBA, EMBA, speciality Masters, or executive education students. Brief overview of the teaching case: MWEB is a leading first-tier South African internet services provider, with an operating history spanning over 22 years. The MWEB brand is a household name across South Africa, seen as one of the pioneers of the internet industry and accredited with bringing the internet to ordinary consumers across the country. The state of competition in the market, however, has intensified and MWEB's traditional operating model has not evolved fast enough to meet the changing landscape. The market is in the midst of a price war, to which MWEB has responded by reducing market pricing and offering attractive deals, undercutting all its competitors. The results have been positive; sales have increased and churn has reduced, but competitors have already started to follow. The dilemma facing CEO Sean Nourse and his management team is how to accelerate growth in a highly commoditised market with intense competition while ensuring the long-term profitability of the business. The case encourages the consideration of the strategic decision-making process by analysing the competitive landscape, evaluating the options, and reaching a decision on the most viable growth strategy for the business. Expected learning outcomes: To analyse the competitive landscape and the forces at play To conduct a competitor analysis, appraise long-term profitability in the industry, identify profitable strategic positions, and determine how MWEB may achieve and protect its competitive advantage To identify and analyse the key parameters that, in combination, represent a company's business model To critically analyse the contextual factors that are presented as business challenges, evaluating and understanding the impact and scale of these challenges To critically assess relevant growth strategy alternatives for MWEB and analyse the viability of the alternatives presented To conduct an informal valuation to determine a purchase price for an acquisition target for the business

Understanding how the contextual variables influence political behaviour in strategic decision-making

2014 ◽  
Vol 7 (3) ◽  
pp. 226-250 ◽  
Author(s):  
Said Elbanna ◽  
Ioannis C. Thanos ◽  
Vassilis M. Papadakis
Keyword(s):  
Decision Making ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Strategic Decisions ◽  
Empirical Examination ◽  
Content Type ◽  
Political Behaviour ◽  
Practitioner Education ◽  
The Impact ◽  
Practical Implications

Purpose – The purpose of this paper is to enhance the knowledge of the antecedents of political behaviour. Whereas political behaviour in strategic decision-making (SDM) has received sustained interest in the literature, empirical examination of its antecedents has been meagre. Design/methodology/approach – The authors conducted a constructive replication to examine the impact of three layers of context, namely, decision, firm and environment, on political behaviour. In Study 1, Greece, we gathered data on 143 strategic decisions, while in Study 2, Egypt, we collected data on 169 strategic decisions. Findings – The evidence suggests that both decision-specific and firm factors act as antecedents to political behaviour, while environmental factors do not. Practical implications – The findings support enhanced practitioner education regarding political behaviour and provide practitioners with a place from which to start by identifying the factors which might influence the occurrence of political behaviour in SDM. Originality/value – The paper fills important gaps in the existing research on the influence of context on political behaviour and delineates interesting areas for further research.

Mimoprávní vlivy na rozhodování českého Ústavního soudu

2021 ◽  
Author(s):  
Hubert Smekal ◽  
Jaroslav Benák ◽  
Monika Hanych ◽  
Ladislav Vyhnánek ◽  
Štěpán Janků
Keyword(s):  
Decision Making ◽  
Public Opinion ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Constitutional Court ◽  
Judicial Decision ◽  
Judicial Decision Making ◽  
The Media ◽  
Book Studies ◽  
The Impact

The book studies other than purely legal factors that influence the Czech Constitutional Court judges in their decision-making. The publication is inspired by foreign models of judicial decision-making and discusses their applicability in the Czech environment. More specifically, it focuses, for example, on the influence of the judge’s personality, collegiality, strategic decision-making or the impact of public opinion and the media. The book is based mainly on interviews with current constitutional judges.

Seeking input when the train has left the station: The decoupling of participative strategic decision-making processes and the role of new technology in symbolic management

2021 ◽  
pp. 147612702110468
Author(s):  
James D Westphal ◽  
David H Zhu ◽  
Rajyalakshmi Kunapuli
Keyword(s):  
Decision Making ◽  
New Technology ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Strategic Option ◽  
Symbolic Management ◽  
Longitudinal Survey Data ◽  
Decision Making Processes ◽  
Executive Suite

We examine the symbolic management of participative strategic decision-making programs that purportedly use crowdsourcing technology to solicit strategic input below the executive suite, but are often decoupled from actual strategic decision making. Specifically, top management may decide on a strategic option before soliciting input under the program. The first portion of our theoretical framework explains why disclosure of a participative strategic decision making program in communicating with security analysts is associated with more positive analyst appraisals, despite decoupling, and why the benefits of disclosure are amplified to the extent that leaders highlight the use of crowdsourcing technology in the program. The second portion of our framework addresses the antecedents of symbolic adoption. We suggest that firms are more likely to adopt and decouple a program when the CEO has a personal friendship tie to the CEO of another firm that has adopted and decoupled, especially following relatively negative analyst appraisals. Analysis of a unique dataset that includes longitudinal survey data from executives supported our predictions.

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