Robert F. Egger and Michael M. Menke
Over the past twenty years, the management of F. Hoffman‐La Roche, a Swiss multinational pharmaceutical and chemical producer, has developed a comprehensive process for the…
Abstract
Over the past twenty years, the management of F. Hoffman‐La Roche, a Swiss multinational pharmaceutical and chemical producer, has developed a comprehensive process for the analysis of important investment decisions. This process has evolved gradually and naturally, according to management needs and readiness. Today it embodies a full range of decision and risk analysis procedures, which allow rapid but thorough quantitative evaluations of important investment, business development and strategy decisions. The results of this analytical process are routinely presented to top management. In addition, the quantitative evaluation is actively sought out by line managers and functional experts throughout the company.
Michael J. Schill, Brett Durick and Drew Chambers
This case examines the decision by the Swiss pharmaceutical Roche Holding AG (Roche) to offer a record $42 billion bond in February 2009. In light of a pending acquisition of U.S…
Abstract
This case examines the decision by the Swiss pharmaceutical Roche Holding AG (Roche) to offer a record $42 billion bond in February 2009. In light of a pending acquisition of U.S. biotechnology leader, Genentech, Roche management planned to sell $32 billion in bonds at various maturities from 1 year to 30 years and in three different currencies (U.S. dollar, euro, and British pound). In a context of substantial uncertainty in both world financial markets and the value of the Genentech deal, students are introduced to the pricing of corporate bonds by being invited to price Roche's bold global offering.
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Keywords
Bob Gates, Colin Griffiths, Paul Keenan, Sandra Fleming, Carmel Doyle, Helen L. Atherton, Su McAnelly, Michelle Cleary and Paul Sutton
The Royal Institute of British Architects' Inner Cities Committee was formed in May 1986 at the invitation of His Royal Highness the Prince of Wales. It had the following terms of…
Abstract
The Royal Institute of British Architects' Inner Cities Committee was formed in May 1986 at the invitation of His Royal Highness the Prince of Wales. It had the following terms of reference: ‘To promote a report recommending actions that can be taken to assist in alleviating the problems of our inner cities, with particular emphasis on the future form of the cities and on effective means of attracting private investment and the greater participation of people in their own environment.’ The Committee published its report in May 1987 and its appearance coincided with the first days of the general election campaign. All three major parties featured the inner cities as important elements of their manifestos, but none was in any way specific about the mechanisms by which regeneration could be achieved. The report's detailed proposals for a national approach to the organisation and funding of renewal, are in sharp contrast to the generalities of many of the political speech‐writers. This paper briefly summarises the report. Shortly after it was submitted for publication, the newly‐returned Conservative Government announced that its priorities for inner cities would include planning, housing, education, rates and improving derelict environments.
Stephanie Slater, Stan Paliwoda and Jim Slater
This paper examines the behaviour of Japanese pharmaceutical corporations in the light of recent merger activity, questioning strategic momentum theory given the particularly…
Abstract
This paper examines the behaviour of Japanese pharmaceutical corporations in the light of recent merger activity, questioning strategic momentum theory given the particularly significant influence of culture on the decision‐making process in this market. The international performance of Japan’s pharmaceutical industry has been poor; therefore, we examine the regional orientation of the top global pharmaceutical TNCs, inquiring as to why there has not been greater convergence among Triad countries. Irrespective of cultural differences, this industry has been slow to respond to international macro change, but mergers, acquisitions, and other convergence strategies are now being observed.
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Nathan O'Donoghue and David T. Croasdell
This paper aims to examine ways in which multinational enterprises (MNEs) can secure knowledge assets across global operations.
Abstract
Purpose
This paper aims to examine ways in which multinational enterprises (MNEs) can secure knowledge assets across global operations.
Design/methodology/approach
The paper reports the results of a comparative case study. The practices of four MNEs are considered in conjunction with practices identified in the literature. A comparative company analysis is conducted using the resource‐based view of the firm.
Findings
The paper principally concludes that MNEs have several options for protecting knowledge assets. A set of seven recommendations are derived from the analysis.
Practical implications
The recommendations derived from the analysis could be beneficial for enterprises who do knowledge work in global settings.
Originality/value
The paper offers background and consideration for those companies with IP in global business environments. The background, analysis and recommendations add to the body of knowledge in this area.
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In 1982, there were 2,346 mergers between companies in the United States; more than $60 billion changed hands. In 1988, according to Securities Data Company, Inc., the dollar…
Abstract
In 1982, there were 2,346 mergers between companies in the United States; more than $60 billion changed hands. In 1988, according to Securities Data Company, Inc., the dollar amount of the 2,805 corporate marriages that involved both American and foreign firms totaled $346 billion.
Olivier Pierre Roche, Thomas J. Calo, Frank Shipper and Adria Scharf
This case is based on primary and secondary sources of information. These sources include interviews with senior executives as well as documents provided by Mondragon and Eroski…
Abstract
Research methodology
This case is based on primary and secondary sources of information. These sources include interviews with senior executives as well as documents provided by Mondragon and Eroski. The interviews were conducted on-site. In addition, the authors researched the literature on both organizations.
Case overview/synopsis
Eroski is the largest of Mondragon Corporation’s coops. Since its founding, Eroski has faced numerous challenges. It has responded to each challenge with out-of-the-box thinking. In response to the pandemic, Eroski become an e-commerce supermarket as well as selectively continuing bricks and mortar stores. As the pandemic is winding down, Eroski is considering how to respond to the “new normal,” which is largely undefined. The question posited at the end of the case is, “Will Eroski be able to hold to its social principles, maintain its unusual governance model and other unusual practices, and survive this latest challenge?”
Complexity academic level
Eroski of Mondragon is a complex and unusual organization. To appreciate the challenges and how they were overcome by its unique business model, a student must have a minimum background in management, corporate finance and marketing. Thus, this case would fit well into a senior or graduate class on strategic human resource management. It is also recommended for the strategy capstone course usually offered during the last year of a business bachelor’s degree (senior level) to ensure that students are introduced to what Paul Adler refers to as an alternative business model. It can also be targeted for an advanced management course or a strategy course at the MBA and executive levels.