Abstract This paper provides an overview of the Canadian Imperial Bank of Commerce (CIBC), an examination of its strategic business units, performance measures and results, followed by selected examples of strategic thinking in action at CIBC today. It analyzes how, based on a series of strategic mergers and divestitures, combined with a commitment to its employees and shareholders, CIBC has positioned itself to take advantage of the opportunities being developed through improved telecommunications and e-commerce business models for banks based on a steady eye on the competition and a thorough understanding of the banking environment today and in the future.
From the Paper "The strategists at CIBC have developed a good feel for what challenges are facing the industry today, and have taken aggressive steps to position the bank to minimize the risks and maximize the opportunities these challenges present. For example, in his "Message to the Shareholders" from the 2001 CIBC Annual Report, John Hunkin, Chairman and Chief Executive Officer at CIBC, said, "Faced with the dramatic economic and social challenges of the past year, our strategy proved its worth. In 2001, we once again delivered the best total return to shareholders of any major Canadian bank." Hunkin added that CIBC's operating earnings for the year were $2.1 billion (or $5.03 per share); reported earnings of $1.7 billion (or $4.07 per share), were the second highest in the bank's 134-year history."
This paper discusses Philips Medical Systems Company's recent acquisitions with the aim of examining how they will become the world's premier provider of healthcare solutions.
Abstract The following paper deals with recent merger activity in Philips Medical Systems Company and its result. This paper also takes a look at the company's competitors and the market situation including growth strategies. The writer provides a SWOT analysis for factors affecting future success.
From the Paper "It is predicted that device start-ups will be fewer and riskier. Both the FDA and physicians are demanding trials that prove clinical efficacy, raising the cost and therefore the risk of starting new companies. That means these firms will have to target larger markets, which by their very nature will require a change in medical practice and thus also a more expensive selling effort - this is good news for established companies like Philips, who have an edge in the market by their established presence and size.Merrill Lynch is currently rating Philips stock as a strong 'buy', indicating that it has a good position, strategy including impending cost cuts and profitability driven by its medical business, which is strong and has good indications of future growth given the factors above stated."
From the Paper "AT&T (formerly American Telephone and Telegraph) is the world's largest telecommunications company providing services, products and systems to consumers, businesses, governments and other telecommunication companies. At one time, AT&T had the broadest, most advanced communications network in the world, and created Bell Labs, a premier manufacturer of telecommunications equipment. In 1984, AT&T was forced to divest into separate businesses; the company rebuilt its business to include long distance, computers and manufacturing. In late 1995, the company announced that it would divest into three separate companies along its business unit lines. This research examines the conditions which led to the 1984 breakup, and whether that divestiture benefited the American public."
From the Paper "AT&T: STRATEGY SHIFTS OVER TIME-FROM FORCED BREAK-UP TO PLANNED DIVESTITURE
Introduction
This analysis of the American Telephone and Telegraph Corporation (AT&T) over time is a study of strategic direction, and strategic choice. While AT&T in the mid-1990s could not be accurately described as a firm in or even near corporate collapse as described by Luffman, et al., AT&T was beginning to become aware of some of the symptoms of decline that precede collapse. AT&T's problems were partly of the company's own making and were in part imposed on the company through an antitrust-based forced break-up in the mid-1980s. When AT&T decided in the mid-1990s to implement a major shift in strategic focus, the divestment of a profitable division?Lucent.."
From the Paper "American Telephone and Telegraph was begun in 1885 in order to provide long distance telephone service throughout the country. For nearly a century, AT&T dominated all telephone service in the United States as it acquired American Bell Telephone in 1900. In 1984, the company was forced to divest its wholly-owned Bell operating companies, which became seven regional holding companies. Ownership of these regional holding companies was passed directly to their shareholders by transferring one share in each of the holding companies for every 10 AT&T common shares held.. The divestiture effectively ended AT&T's monopoly on phone service, both local and long distance, in the United States, and marked both the end of one telecommunications environment and the beginning of another. This research examines the changing role of AT&T's board of..."
Abstract AMF and Harley-Davidson both date to the turn of the last century. In 1969, Harley-Davidson was merged with AMF through an acquisition action by AMF. The marriage lasted but 12 years, a period during which the fortunes of Harley-Davidson's fortunes waned and AMF moved further and further away from its metal foundry roots. By the late-1970s, AMF wanted to shed Harley-Davidson and Harley-Davidson was ready to leave. Through a fortuitous set of circumstances, 13 executives of Harley-Davidson were able to buy Harley-Davidson from AMF in 1981 and restore the company to an independent status. In 1986, Harley-Davidson again went public. The primary focus of the proposed investigation is on the AMF firm. Questions such as (1) why AMF acquired Harley-Davidson, (2) why the merger failed, (3) how it happened that Harley-Davidson executives were able to repurchase Harley-Davidson and (4) how AMF evolved post-divestiture of Harley-Davidson are pursued in the proposed study.
Table of contents
Introduction
Statement of the Problem
Purpose of the Study
Importance of the Study
Scope of the Study
Rationale of the Study
Definition of Terms
Overview of the Study
Review of Literature
Theoretical Context
Systems Theory
Theories of Industry Organization
Related Research
Prior Merger Case Studies
MCI-WorldCom
Gateway-Cadence
Citigroup-Travelers
Conclusions Relevant to the Study Problem
Methodology
Research Design/Approach
Data Collection
Database of the Study
Data Validity and Originality
Data Analysis
Methodological Limitations
Method Summary
References
From the Paper "Disputes about the market structure-performance approach to the analysis of industry profitability arise due to a number of factors. The greatest areas of disagreement lie in the precise definition of the variables, and the ability to accurately measure the variables. Of almost equal significance is what is called specification uncertainty. Specification uncertainty refers to the uncertainty as to the inclusion of exclusion of additional variables in or from the equation, and the often inability to measure such variables with precision (Waterson, 1995)."
Abstract This paper examines how Yahoo! Auctions is currently within the online auction segment of the electronic retail industry. It looks at how it started in 1998 as a free service offering the ability to post auctions without a service charge. It analyzes how, in order for Yahoo! Auctions to increase their market share, they must first get their financial in order and how, the excess properties that Yahoo! Auctions has should be considered for divestiture. It also discusses how the next phase would be the identification of certain market segments that can either generate high user volume or capital in listing fees.
Outline
Introduction
Executive Summary
Business Case
Brief History: Timeline
Mission Statement
External Assessment
General Environment
Industry Analysis: Industry Attractiveness
Economic Structure
Porters Five Forces
Strategic Group Analysis
Competitor Analysis
Internal Assessment
Organizational Structure
Value Chain Analysis and Identification of Core Competency
Financial Ratio Analysis
SWOT Analysis
Recommendations
Managerial Implications
Epilogue
From the Paper "The online auction industry, a segment of electronic retail is currently a monopoly. Ebay.com controls 69% of the market share with its closest competitor in the industry being Ubid.com with 14%. Even with this, Ubid.com has a different niche than Ebay.com by appealing to business-to-consumer transactions. Therefore, the closest competitor is Amazon or Yahoo! Auctions which do not even account for a quarter of the market. The reason that this monopoly is allowed to continue is because Ebay.com does not restrict any trade within the industry. There is room for new entrants but they too, must find a niche in order to gain entry."
Abstract This paper examines how the privatizations of water in both Bolivia and Argentina have not improved the general population's access to safe, healthy water. It looks at how to the contrary, it has harmed thousands of people in these countries, with the poorest citizens being affected by the worst of privatization's damages. It also discusses how a large number of Bolivians and Argentines are still strongly opposed to the ownership of water companies by private corporations and instead favor at least a limited government rule in their maintenance, service and regulation.
From the Paper "The single major turning point in the anti-water privatization campaign in Argentina occurred in January of 1996, when the water from faucets in Tucuman changed from clear to very dark for a whole month, which caused many of the province's residents to participate actively in the "stop payment" grassroots political movement. The Tucuman provincial government fined Agua del Aconquija and forced it to discount that month's water bill, and even started to consider severing ties with the company due to their exorbitant tariffs, low quality service, and suspicions of corruption of Tucuman politicians throughout the process of water privatization. "
Abstract Bolivia as a nation, and more specifically, the Cochabamba Valley as a region, have had significant problems recently with the lack of access to safe water resources, exacerbated by the pervasiveness of abject poverty of both the country and the region. This paper shows that the privatization of water services has been implemented as a solution to this lack of access, but so far, these reforms have been anything but successful, especially according to the majority of Bolivians. The paper shows that the results of privatization have included extreme increases in water prices, little improvement in expansion of access and extensive political protest, some of which became violent. However, the paper explains that the alternative of re-nationalization, or returning ownership and control of water resources to the state, has both potential benefits and drawbacks of its own.
From the Paper "The policy of the privatization of Bolivia's water resources was implemented for many economic reasons, and was intended to improve upon the water industries already in place and under the ownership and control of the government. This issue has been characteristically unique from other types of privatization policies for one reason: the necessity of water for human beings to exist. Because of this universal human need for clean, drinkable water, many Bolivians claim that access to it is a right, rather than a privilege. Yet in the midst of a complete lack of alternative sources to safe water, some people will turn to possibly unsafe sources such as rainwater, lakes, and rivers. In the past, this has caused outbreaks of serious diseases such as cholera. In Bolivia, where the problem of poverty is extremely dire and millions of people cannot afford or obtain clean, safe water, the privatization of state-owned water companies has been the government's policy solution to the extreme lack of access to water."
This paper is an extensive exploration of the literature to identify cost-effective initiatives which can be used by the commercial aviation industry to help promote customer satisfaction.
Abstract This paper reports that the critical review of refereed and scholarly literature indicated that, in an effort to remain profitable, many airlines have engaged in an almost continuous process of mergers, divestitures and international joint ventures and partnerships. However, in spite of these approaches, all airlines have been affected to some extent by ever-increasing costs, globalization and the state of commercial air travel. The author points out that the research showed that, because of their sheer size, some air carriers such as American Airlines, have attempted to achieve their profitability goals through downsizing and outsourcing important components of their operations to third-party providers; however, other carriers, such as Delta and Southwest, have managed to persevere their employee relations and customer satisfaction initiatives, which have tended to more than offset the expenses involved. The paper recommends that the nation's air carriers should assume urgently developing programs, which will provide their customers with services that match their expectations instead of ignoring customer satisfaction in favor of their short-term profitability, and the bottom-line will likely take care of itself.
Table of Contents
Introduction
Review of Relevant Literature and Research
Background and Overview
Security Issues and Passenger Satisfaction.
Industry Responses to Customer Satisfaction Issues.
Research Methodology
Results
Discussion
Conclusions
Recommendations
From the Paper "The authors add that the fifth gap is related to the size and direction of the first four gaps, and that it should be to narrow these gaps to the maximum extent possible; however, quality service is not delivered by aircraft or tarmacs or terminals, but rather by people (employees) to people (customers). Therefore, the human resource function has a critical role to play in satisfying the expectations of shareholders, employees, and customers alike. For airlines today, the human resource function can contribute to improved economic performance by building organizational capabilities, improving employee satisfaction, and improving customer satisfaction "
Abstract This paper discusses Waterford Wedgwood PLC's five year strategic plan after Waterford's acquisition of Wedgwood. The author points out the company's focus on cost-cutting strategies. The paper includes market share for luxury items.
From the Paper "The Waterford Company was established in ... on land adjacent to Merchants' Quay in the heart of the Irish harbor town of Waterford. Today, Waterford Wedgwood PLC is among the world's leading luxury lifestyle group with world class brands that include Waterford Crystal, Wedgwood W. C. Designs, Rosenthal and All-Clad. The period between ... and ... involved retrenching and rationalization for Waterford .In November of ..., Waterford Glass Group acquired Wedgwood PLC for .... million Irish Pounds. The immediate goal of the new company Waterford Wedgwood PLC involved looking for ..."
Abstract General Dynamics represents a market leader within the aerospace and defense industry; designer of products and services aiming at meeting the needs of most demanding customers all over the world, thus creating great value for its shareholders. This paper offers an extended overview of the General Dynamics Corporation. A thorough view of its history, activities, technologic development, mergers and divestitures, as well as short summary of its financials are summarized within the paper.
Outline:
Introduction
Company Overview
Company History
The 50's and the Birth of General Dynamics
The 60's and 70's
The 80's
The 90's
The 2000's
Financials of General Dynamics
From the Paper "The beginnings of General Dynamics can be traced to Holland Torpedo Boat Company, ownership of John Philip Holland. At the end of 19th century, the company developed and subsequently built at Lewis Nixon's Crescent Shipyard (Elizabethport, New Jersey) the U.S. Navy's first submarines. It was there that the revolutionary submarine boat named Holland VI was build, with its keel being actually laid down in 1896. After its official launch on 17 May 1897, the submarine was finally purchased by the Navy and subsequently renamed USS Holland. On 12 October 1900, USS Holland was officially commissioned and became the U.S. Navy first submarine, being known later as the SS-1. "
