商品敘述：

Follows Jeff Hawkins, Donna Dubinsky, and, later, Ed Colligan from the founding of Palm, Inc., through the founding of Handspring, to the point that Handspring and Palm began considering a merger. Examines the conditions that drove the two rival companies toward a merger. In a relatively stagnant market for personal technology, Handspring lacked the financial resources to launch its next-generation product, the Treo 600; meanwhile, Palm''s market position was threatened by a lack of breakthrough product innovation and viable growth plans. From the date of its founding, Handspring nurtured a rivalry with its chief competitor, Palm, Inc. By early 2003, Palm, Inc. had stabilized its business, while Handspring found itself in a dire financial situation. Handspring pursued two financing alternatives: a PIPE and a merger with Palm--engendering two different operating states for the company. The board of directors and management team were fairly evenly split between the two deals, each of which involved uncertainty.

涵蓋領域：

Mergers & acquisitions;Valuation;Entrepreneurship;Venture capital;Spin-offs

相關資料：

Case Teaching Note, (E189TN), 14p, by John Glynn, Joshua Spitzer

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