For the exclusive use of T. GU
Harvard Business School
9 - 2 9 5 -029
Rev. November 21, 1994
MW Petroleum Corporation (A)
In late 1990, executives, engineers, and financial advisors working for Amoco Corporation and Apache Corporation began serious discussions about the sale to Apache of MW Petroleum
Corporation, a wholly-owned subsidiary of Amoco Production Company. Amoco had transferred to
MW certain of its own assets that it regarded as non-strategic. MW 's size, location, and operations were all very attractive to Apache, which had grown nearly 30% per year since the mid-1980s, largely through acquisitions. The transaction being discussed with Amoco would be Apache 's largest to date. It would more than double the size
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Since 1983,
Amoco itself had sold more than $750 million worth of small properties which, it felt, could be more economically operated by smaller, low-overhead independent companies.
In 1988, Amoco conducted an extensive review of its cost structure and profitability. The study concluded that direct operating costs were well-controlled and offered little opportunity for major savings. However, it also showed that in the United States 85% of the company 's gross margin was provided by just 11% of its 1150 producing fields and that many of the remaining fields had disproportionately high overhead and repair expenses. Based on these and other findings,
Amoco initiated a major restructuring to better focus on its most attractive properties and opportunities. The first step was the sale, in 1989, of more than 400 fields in the "tail" of the margin curve, comprising approximately one third of the field portfolio and 12% of leases. These properties were among Amoco 's least profitable, contributing only 3% of the company 's direct margin. Next, in January 1990, as part of the overall restructuring of Amoco Production Company,
Amoco 's board of directors approved a plan to divest up to $1.2 billion worth of additional properties from the middle section of the margin curve. Morgan Stanley was engaged to advise and assist in this process, which began
that could reduce after-tax profits by as much as 11 million dollars, or about 70% of its 1998 earnings.
earnings. The income from the sale fueled a further diversification of the company, but also a
8.20 equals $ 86,700. The contribution margin per unit at a retail price of Cr. 6.85 equal 1.95. The required volume will be the result of dividing the profit impact on the contribution margin per unit.
Advanced Fuels Corporation (AFC) was founded five years ago by Dr. Zachary Aplin. In the fourth year of research he and his two –member staff made a major break-through that can convert grain waste products into ethanol which can mix with gasoline to produce a better burning automobile fuel. Producing ethanol from waste products would lower its cost dramatically so the market potential of the blended fuel would be increased. After AFC receiving a patent for Dr. Aplin’s unique ethanol production process he decided to broaden the scope of operations of the company but he doesn’t have additional funds to put in. So, he developed
International Equity Index Fund of State Street Global Advisors, with the same market index as that of the Amoco pre-merger plan.
et al., 1982). In 1988, it grew to $3.8 billion and a further $3.87 billion from value-added
For the corporation that has acquired another company, merged with another company, or been acquired by another company, evaluate the strategy that led to the merger or acquisition to determine whether or not this merger or acquisition was a wise choice. Justify your opinion.
The company’s net profit before taxes were $3 million while they only accounted 0.4% of the market.
o In summary this analysis shows the percent of every dollar in sales that is
Family Finance Co. (FFC), a publicly traded commercial bank, invests in a variety of securities in order to enhance returns greater than interest paid on bank deposits and other liabilities. The primary investments of FFC are collateralized debt obligation, mortgage-backed securities, auction-rate securities, equity securities in nonpublic companies, interest rate swaps, and a fuel swap for gasoline. FFC measures the derivative at fair value, presenting the portion of the fair value change by using the fair value hierarchy. This memo will present the appropriate classification in the fair value
Answer: The strategic analysis, as described in the case did achieve its objective of identifying and classifying the products in terms of competitive position and potential. Although the data used for this analysis - specifically the overhead cost data, seems to be based on incorrect cost allocation method and might have led to wrong classification of the products.
GE’s profits on revenues that were up only 5% on the 2001 sales, which had declined 3% from the
Exhibit 4 tells us that the stock price of Interco started going up in July from about $44 to $72 on the day of the Board meeting. This tells us that markets anticipated that Inteco is a target for acquisition and increased the stock price of Interco in anticipation of an acquisition premium.
Further to the aforesaid points, the greater percentage of revenue was derived from the sale of
billion (Exhibit 1 provides a summary of financial information). After a decade of rapid growth,