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Merging Esso Iceland and Bilanaust (E)
Gerard Seijts; Ken MarkCase IVEY-9B10C020-ELeadership and People Management, StrategyBy the end of 2007, Hermann Gudmundsson (the chief executive officer of N1) created from the merger between Esso Iceland and Bilanaust) was focused on building trust within his organization. By involving employees in decision-making, N1 had received valuable suggestions on effective business operations. But Gudmundsson had noted a lack of chemistry between employees of the two former firms, and thought that a stumbling block to better relations w...Starting at €5.74
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Merging Esso Iceland and Bilanaust (C)
Gerard Seijts; Ken MarkCase IVEY-9B10C018-ELeadership and People Management, StrategyBy December 2006, Hermann Gudmundsson (the chief executive officer of both Esso Iceland and Bilanaust) had spent the past 10 months evaluating the strengths and weaknesses of both organizations, and determined that the best approach going forward would be to, "consider creating a new organization with a new structure and a new brand name." He weighed the advantages, disadvantages and costs of either retaining two separate companies and their asso...Starting at €5.74
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Merging Esso Iceland and Bilanaust (F)
Gerard Seijts; Ken MarkCase IVEY-9B10C021-ELeadership and People Management, StrategyBy October 2008, the merger of Esso Iceland and Bilanaust into the new company N1 was considered a success. Earnings before interest, taxes, depreciation and amortization (EBITDA) was on its way to doubling in three years, and cross-selling was gaining traction. But N1's plans were under threat of derailing due to a looming currency crisis. In October 2008, the Icelandic banking sector collapsed. Gudmundsson called upon his team to determine what...Starting at €5.74
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Merging Esso Iceland and Bilanaust (A)
Gerard Seijts; Ken MarkCase IVEY-9B10C015-ELeadership and People Management, StrategyIn 2006, Hermann Gudmundsson (the chief executive officer [CEO] of Bilanaust, an Icelandic automotive spare parts retailer) was part of a group of partners that had purchased Esso Iceland. He had subsequently been appointed to the CEO position at Esso Iceland. The two companies were quite different: Bilanaust dealt with real-time customer needs, carried a wide range of products, and enjoyed a rising market share and profits. Esso Iceland was 12 t...Starting at €8.20
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Merging Esso Iceland and Bilanaust (B)
Gerard Seijts; Ken MarkCase IVEY-9B10C017-ELeadership and People ManagementHermann Gudmundsson, the new chief executive officer (CEO) of both Esso Iceland (provider of fuel and lubricants) and Bilanaust (an automotive spare parts retailer) was starting to develop an organizational strategy to carry the two firms forward for the next few years. His overriding concern was to create value for themselves and the customers they served, and Gudmundsson considered several methods to achieve that goal: should each company be le...Starting at €5.74
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Merging Esso Iceland and Bilanaust (D)
Gerard Seijts; Ken MarkCase IVEY-9B10C019-ELeadership and People Management, StrategyIn December 2006, Hermann Gudmundsson (the chief executive officer of both Esso Iceland and Bilanaust) announced to employees of both companies that a merger was to occur. Various workshops were held to involve employees in the developing structure of the new organization, resulting in a tenable logistics strategy and increased trust between members of the different organizations. By April 2007, Gudmundsson and his team had merged the two organiz...Starting at €5.74
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Kaupthing Bank hf Acquires Singer & Friedlander Group plc
Murray J. Bryant; Ken MarkCase IVEY-9B07B013-EAccounting and Control, Entrepreneurship, StrategyThe managing director of investment banking for Kaupthing Bank hf (Kaupthing) was considering what he would need to do if he accepted a new appointment as chief executive officer of Kaupthing's latest acquisition, U.K.-based investment bank Singer & Friedlander Group plc (Singer). He would have to deal with the fact that the two merging companies had very different cultures, the possibility that some employees may leave as a result of the change ...Starting at €8.20