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The Business Lessons of the Belmont Stakes

Harvard Business Review

For example, an executive considering whether to acquire a target company will gather facts about the industry and target company, consider how the combined companies will perform, and come up with a value that shows the deal is good for the acquirer. This is called the inside view. Silver Charm — 233.

Beyer 14
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The Business Lessons of the Belmont Stakes

Harvard Business Review

For example, an executive considering whether to acquire a target company will gather facts about the industry and target company, consider how the combined companies will perform, and come up with a value that shows the deal is good for the acquirer. This is called the inside view. Silver Charm — 233.

Beyer 9
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When Does the Buck Stop?

Harvard Business Review

But how realistic is this, really, in a huge company? Weldon is CEO of Johnson&Johnson (J&J), which firmly established itself as one of the world's most trusted companies following the famous Tylenol scare in the 1980s. And the company has been a blue-chip stock for years. The Robert Wood Johnson Foundation , the U.S.'s

Beyer 13
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Three Traps Facing New Global Leaders

Harvard Business Review

They rendered the global power of the company useless because they could no longer leverage Nestle's massive supply chain or brands. They lost their scalable reach, but their overhead still reflected their reality of being part of a big global company - which caused their profits to drop. Which one is most common in your company today?

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Case Study: How to Integrate an Acquired Brand

Harvard Business Review

Henry Beyer walked up to a Mini Cooper in the city parking lot across the street from his office in downtown Houston. He knew Henry would be making the call on how to bring in the car-sharing company, and he wanted to bend his ear about it. Starr was a straight-up rental car company, same business model as ours.