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Case Solution for Newell Co.: The Rubbermaid Opportunity
Complete Case details are given below :
Case Name :      Newell Co.: The Rubbermaid Opportunity
Authors :           Joseph N. Fry
Source :             Ivey Publishing
Case ID :            900M10
Discipline :        Strategy
Case Length :    09 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The Newell Co., a multibillion dollar company dealing in hardware and home furnishings, office products, and housewares, was contemplating a merger with Rubbermaid, a renowned manufacturer of plastic products. Newell had a remarkable record of success in growth by acquisition. Rubbermaid would mark a quantum step in this program, but equally, would pose a formidable challenge to Newell’s capacity to integrate and strengthen acquisitions. Corporate strategy and advantage is studied, particularly through the Collis and Montgomery framework, to determine whether the proposed merger is a step too far.
 
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Case Solution for Laidlaw: The Resignation of James R. Bullock
Complete Case details are given below :
Case Name :      Laidlaw: The Resignation of James R. Bullock
Authors :           Joseph N. Fry
Source :             Ivey Publishing
Case ID :            900M17
Discipline :        General Management
Case Length :    12 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
After acquiring Greyhound U.S., Laidlaw, Inc. became the principal provider of intercity transit in North America. Nine months later, the board of Laidlaw asked its CEO to resign, citing performance problems and the need to divest certain operations to strengthen its balance sheet. This case examines Laidlaw’s attempts to enter and consolidate selected transportation service industries. Something has gone terribly wrong and the search for the reasons pushes back to fundamental issues associated with growth by acquisition and the corporate management of (arguably) diverse businesses. This sets up a discussion of whether the CEO’s strategy was reasonable or fundamentally flawed; whether something could have been done earlier by the CEO or the board, and if so, why action wasn’t taken; and finally, the prospects for Laidlaw as it looks ahead.
 
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