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商品編號: 9-221-070 出版日期: 2021/01/25 作者姓名: Esty, Benjamin C.;Mayfield, E. Scott;Fisher, Daniel 商品類別: Finance 商品規格: 15p 再版日期: 2021/06/23 地域: Denmark;Ireland;United States 產業: Industrial sector 個案年度: 2020 - 2020
商品敘述:
In 2000, Eaton Corporation was a broadly diversified industrial conglomerate. But its strategy was evolving and its focus was narrowing around "power management" and more recently on "intelligent power," the use of digitally enabled products and services designed to enhance efficiency and reliability. To implement this transition, Eaton had acquired more than 70 companies and divested another 50. Such active portfolio management required Eaton to regularly assess the prospects of each business unit-the profit and growth potential-and to explore opportunities to enhance its capabilities through acquisitions. In January 2020, Eaton got an offer from Danfoss, a Danish conglomerate, to buy its hydraulics business for $3.3 billion. Recently appointed CEO Craig Arnold must decide whether this deal makes sense strategically and financially. In particular, he must decide if $3.3 billion is a fair price for the firm''s hydraulics business. This abridged version is shorter than the original version (HBS Case #221-006) and does not contain the appendix that explains and derives the formulas for the WACC using the capital asset pricing model (CAPM).
涵蓋領域:
Activity-based costing;Conglomerates;Corporate finance;Finance and investing;Mergers and acquisitions;Operations strategy;Organizational values
相關資料:
Spreadsheet Supplement, (9-221-708), 0p, by Benjamin C. Esty, E. Scott Mayfield, Daniel Fisher;Case Teaching Note, (5-222-019), 38p, by Benjamin C. Esty, E. Scott Mayfield, Daniel Fisher
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