Ottawa Devices, Inc. (B)
The Rollins family assembly was meeting to choose between several business strategies, including an employee stock ownership plan.
Your New Core Strategy: Employee Retention
The Baby Boom is de-booming and soon there will be many more jobs than people available to fill them. The message: Keep your workers happy today.
Sally Jameson: Valuing Stock Options in a Compensation Package
Details a thinly disguised situation faced by a recent Harvard MBA graduate who was forced by a prospective employer to place a dollar value on a grant of stock options.
Molded Dimensions, Inc.
Mike Katz, an MBA with several years of manufacturing management experience, talks about purchasing Molded Dimensions, Inc. (MDI), a Wisconsin-based plastics manufacturer, with his wife Linda, who also has a manufacturing background.
Compensation at Level 3 Communications
Level 3’s unique compensation plan rewarded managers for the firm’s performance only if the firm’s stock price movement exceeded that of the market. This design was intended to maximize shareholder value by tying managers’ performance more closely to that of the firm.
DIENA
In 1997, seeking new sources of growth, A/S DIENA expands outside the Latvian capital to set up the Regional Press Group, a decentralized network of community newspapers emphasizing employee ownership and a separation of roles between editors and publishers.
Note on Employee Stock Ownership Plans (ESOPs) and Phantom Stock Plans
Provides a brief overview of employee stock ownership plans (ESOPs) and phantom stock plans for owners of closely held companies.
New Economy Ethics: YouKnowIt.com
The case suggests ways of compensating the advisory board and raises questions about whether there are new rules in the new economy about building professional networks, and when offers of equity constitute bribery and wrong doing.
Dell Computer Corporation: Share Repurchase Program
Dell Computer Corp. announced a share repurchase program shortly after a significant stock price drop.
Microsoft’s Vega Project: Developing People and Products
This case describes Microsoft’s human resource philosophies and policies and illustrates how they work in practice to provide the company with a major source of competitive advantage. Discusses employee development, motivation, and retention efforts in one of Microsoft’s product groups.
Corbin Motors
Explores the raising of capital to finance the growth of a spinoff business from Corbin-Pacific, a leader in motorcycle accessories.
Sealed Air Corp.’s Leveraged Recapitalization (A, B)
Less than a year after Sealed Air embarked on a program to improve manufacturing efficiency and product quality, the company borrowed almost 90% of the market value of its common stock and paid it out as a special dividend to shareholders.
Corporate New Ventures at Procter & Gamble
Procter & Gamble’s top executives form a small, autonomous, cross-functional Corporate New Ventures team led by a young former brand manager. The team invents a systematic approach to gathering information and producing creative ideas for radically new product categories.
The Privatization of Rhone-Poulenc–1993
In mid-1993, representatives of Rhone-Poulenc, a leading nationalized French firm, worked with the French government to plan the imminent privatization of the firm.
Transportation Displays, Incorporated (D): Exiting from a Successful Restructuring
Following a successful corporate turnaround and, more recently, a leveraged recapitalization, management of a highly profitable, fast–growing outdoor advertising company must consider alternative ways to harvest cash flow from the company without jeopardizing the turnaround or incurring significant tax liabilities.
Colt Industries
Colt Industries is a conglomerate that is considering undertaking a leveraged recapitalization.
Transportation Displays, Incorporated (C): The Case for a Preemptive Restructuring
A company nears the end of a long multiyear turnaround and now must consider how to “cash out” so its management can realize a financial return on investment. The privately held company has several options, including a leveraged ESOP and a leveraged recapitalization.
Connor Formed Metal Products
Connor Formed Metal Products was a small, privately owned manufacturer of custom metal springs and stampings. Since becoming president in 1984, Bob Sloss had implemented many changes to the company’s organizational structure, management control systems, and information systems.
UAL Corporation
In the largest attempted employee-buyout in history, a large U.S. commercial airline seeks substantial wage concessions from its employees in return for 53% stake in the airline’s common stock and guaranteed seats on the board of directors.
Transportation Displays, Incorporated (A)
William Apfelbaum, president and CEO of Transportation Displays, Inc., must restructure both the company’s method of doing business and its liabilities to keep it from bankruptcy. The value he hopes to receive from the reorganized company will be an important issue in the restructuring negotiations with creditors.
Transportation Displays, Incorporated (B)
Transportation Displays, Inc. has gone through a series of restructurings. This case describes the last few stages, which substantially reduced debt and increased the ownership of management.
People Express Airlines: Rise and Decline
This case describes the innovative approach to organizing and managing employees by People Express and describes the company’s eventual demise.
Lincoln Electric Co.
This case covers the strategy and management practices of the world’s largest manufacturer of welding equipment. Discusses the compensation system and company culture, and the leadership style of management.