Case Study Giganet

Bv Explain the agreed ways of working with your employer in relation to the following areas:

The major dilemma at hand is avoiding a takeover. The economy was bad at the time, and the company's stock price was thought to be undervalued, as their low P/E ratio of 13.3 indicated. Management needs to find out why their stock price is so undervalued.

1. In relation to your current business environment (or one that you are familiar with):

25. The presentation in this course is due on Friday, not Sunday of week eight.

• Should an organization add capacity? • How should an organization react to a new competitor? • Should an organization enter/exit a

In a response to the strengths, weaknesses, opportunities and threats to the organization, several alternatives should be considered in strategizing the best way to increase the wealth of the organization.

2. Evaluate Gordon Biersch's organizational alternatives to realize its growth ambitions. Recommend a course to follow?

2.     Given the markets the company is operating in, what is the best structure for the sales force? How did you decide?

2. If you were the president of ATH, what would you do to get the business back on track?

3. What restructuring option – Icahn’s spin-off proposal or the company’s targeted stock proposal – will create the most value for shareholders? For creditors? For the firm’s other stakeholders?

corporate-level strategy you think is most important to the long-term success of the firm and

The current management team would get to keep their current positions. Strategies the financial buyer would most likely adopt in order to raise value of the company are cutting costs, selling off the assets  and raising much leverage to take advantage of the lower cost of debt.

3. What is likely to change at Sirtris after the acquisition? Is there a role for an entrepreneur like Westphal in a very large company like GSK?

3. What are the biggest risks faced by the firm in the next 5-10 years?

Simmons should roll out the GGOL program in order to repair incongruence between the firm’s current culture and its strategy, as well as a misalignment between its present culture and CEO Charlie Eitel’s desired culture. The $7.2 million price tag is a substantial investment in light of the company’s +5 times EBITDA leverage ratio and will face resistance from Fenway Partners, the private equity shop that bought Simmons in 1998. We have identified Eitel’s sources of power, as well as how he should leverage those to influence the employees and Fenway that this risky solution is in fact the ideal solution.