The financial analyst for this manufacturer of factory-automation equipment must recommend equipment lease terms to be proposed to a customer. Students must discount the lease payments and compare the net asset value and internal rate of return of leasing with the borrow-and-buy alternative and with the lease terms of competitors.
{"title":"Primus Automation Division","authors":"R. Bruner, Robert Hengelbrok","doi":"10.2139/ssrn.1418305","DOIUrl":"https://doi.org/10.2139/ssrn.1418305","url":null,"abstract":"The financial analyst for this manufacturer of factory-automation equipment must recommend equipment lease terms to be proposed to a customer. Students must discount the lease payments and compare the net asset value and internal rate of return of leasing with the borrow-and-buy alternative and with the lease terms of competitors.","PeriodicalId":383397,"journal":{"name":"Innovation Educator: Courses","volume":"95 ","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2009-06-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"134005883","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
This merger and acquisition scenario explores negotiation through several lenses: preparation, negotiation as an art, valuation, tribal marketing and the freak factor. Preparation, especially with a best alternative to negotiated outcome is critical in setting the stage for negotiation. Negotiation as art presumes a need for practice and personal understanding of the situation. Valuations are never perfect, with each party having a bias. Tribal Marketing looks at the organizational dynamics and considers how firms can create support by letting stakeholders integrate themselves into the company. The Freak Factor assesses that a firm's strength is found in its weaknesses, success is found in magnifying strengths rather than balancing outs a weakness. The working paper uses fictional corporations to simulate and apply real situations. New Star Technologies is a venture capital backed biotechnology firm specializing in developing antigens for vaccines. The firm is loosing five million Euros a month, internally valued at 200 million Euros, and is developing a promising antigen for use in an AIDS Vaccine. New Star must become cash flow positive. Blue Bio is a publicly traded firm with a market capitalization of fifteen billion Euros; its research and development projects span many aspects of biotechnology. Blue Bio is expanding through acquisitions of smaller firms to develop research synergies and to build and international brand.Based on a student trail of this scenario, Piratical Suggestions include: Preparation is critical in negotiations; management should include diversity in negotiation planning. Valuations are never perfect; management should include brand valuation and consider the cost of cultural integration with the new firm. Tribes create value to the firm; management can promote the tribe by releasing control to stakeholders. Tribes are smart; management builds trust with the tribe by fostering open communication. Building on strengths maximizes value; management should recognize that weaknesses are keys to strengths.
{"title":"New Star and Blue Bio Negotiation: Merger and Acquisition Scenario","authors":"Anjan Chhetry, Joseph J. Sherman","doi":"10.2139/ssrn.1392082","DOIUrl":"https://doi.org/10.2139/ssrn.1392082","url":null,"abstract":"This merger and acquisition scenario explores negotiation through several lenses: preparation, negotiation as an art, valuation, tribal marketing and the freak factor. Preparation, especially with a best alternative to negotiated outcome is critical in setting the stage for negotiation. Negotiation as art presumes a need for practice and personal understanding of the situation. Valuations are never perfect, with each party having a bias. Tribal Marketing looks at the organizational dynamics and considers how firms can create support by letting stakeholders integrate themselves into the company. The Freak Factor assesses that a firm's strength is found in its weaknesses, success is found in magnifying strengths rather than balancing outs a weakness. The working paper uses fictional corporations to simulate and apply real situations. New Star Technologies is a venture capital backed biotechnology firm specializing in developing antigens for vaccines. The firm is loosing five million Euros a month, internally valued at 200 million Euros, and is developing a promising antigen for use in an AIDS Vaccine. New Star must become cash flow positive. Blue Bio is a publicly traded firm with a market capitalization of fifteen billion Euros; its research and development projects span many aspects of biotechnology. Blue Bio is expanding through acquisitions of smaller firms to develop research synergies and to build and international brand.Based on a student trail of this scenario, Piratical Suggestions include: Preparation is critical in negotiations; management should include diversity in negotiation planning. Valuations are never perfect; management should include brand valuation and consider the cost of cultural integration with the new firm. Tribes create value to the firm; management can promote the tribe by releasing control to stakeholders. Tribes are smart; management builds trust with the tribe by fostering open communication. Building on strengths maximizes value; management should recognize that weaknesses are keys to strengths.","PeriodicalId":383397,"journal":{"name":"Innovation Educator: Courses","volume":"20 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2009-04-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"122803386","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
While the industrial age was looming high in the western hemisphere, India was still lagging behind the tall promises it had laid to the greater population of Independent India. Xerox Modicorp, erstwhile Modi Xerox was the outcome of one man's vision who ventured to a dream project that would redefine photocopying business in the Asian subcontinent. In between the year 1960s and 1970s Dr. Bhupendra Kumar Modi, erstwhile founder Chairman and President, Modi Xerox experienced a first hand "the power of xerography" and to a delight discovered the simple joy of copying reference study material at the touch of a button, a firm full of innovation. Finally Mr Modi tied up with Rank Xerox, a member of the worldwide Xerox family in United Kingdom. Thus the birth of Dr Modi's Modi Xerox, a joint venture partnership was formed which brought forward to Indian offices a new level of productivity and efficiency in business management. The combination of equity was that Xerox took 68% while Modi retained 22%. Others were given the remaining 10%. As reiterated, there was a special focus after the liberalization of India & the growth that followed. The large base of Public, Private sector which had not been fully utilized yet offered ample opportunities for Modi Xerox to eye upon for business worthiness. Xerox meanwhile became a $26 billion multinational company-serving document processing marking in 130 countries.
{"title":"Xerox Modicorp Manufacturer of Photocopiers and its Accessories - A Case Study on Innovative and Entrepreneurial Practices by an Indian SME","authors":"M. Joshi, Nilesh Joshi","doi":"10.2139/SSRN.921274","DOIUrl":"https://doi.org/10.2139/SSRN.921274","url":null,"abstract":"While the industrial age was looming high in the western hemisphere, India was still lagging behind the tall promises it had laid to the greater population of Independent India. Xerox Modicorp, erstwhile Modi Xerox was the outcome of one man's vision who ventured to a dream project that would redefine photocopying business in the Asian subcontinent. In between the year 1960s and 1970s Dr. Bhupendra Kumar Modi, erstwhile founder Chairman and President, Modi Xerox experienced a first hand \"the power of xerography\" and to a delight discovered the simple joy of copying reference study material at the touch of a button, a firm full of innovation. Finally Mr Modi tied up with Rank Xerox, a member of the worldwide Xerox family in United Kingdom. Thus the birth of Dr Modi's Modi Xerox, a joint venture partnership was formed which brought forward to Indian offices a new level of productivity and efficiency in business management. The combination of equity was that Xerox took 68% while Modi retained 22%. Others were given the remaining 10%. As reiterated, there was a special focus after the liberalization of India & the growth that followed. The large base of Public, Private sector which had not been fully utilized yet offered ample opportunities for Modi Xerox to eye upon for business worthiness. Xerox meanwhile became a $26 billion multinational company-serving document processing marking in 130 countries.","PeriodicalId":383397,"journal":{"name":"Innovation Educator: Courses","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2006-10-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"130761115","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1900-01-01DOI: 10.1007/978-3-663-09682-5_5
Attila Havas
{"title":"Foresight in a Small Country in Transition: Preliminary Lessons of the Hungarian Technology Foresight Programme","authors":"Attila Havas","doi":"10.1007/978-3-663-09682-5_5","DOIUrl":"https://doi.org/10.1007/978-3-663-09682-5_5","url":null,"abstract":"","PeriodicalId":383397,"journal":{"name":"Innovation Educator: Courses","volume":"44 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"127563420","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
京公网安备 11010802042870号
京ICP备2023020795号-1
扫码关注我们
求助内容：
应助结果提醒方式：