商品敘述：

TransDigm was a highly acquisitive company that manufactured a wide range of highly engineered aerospace parts for both military and commercial customers. Over the ten years ending in 2016, its stock price had increase ten times, and both EBITDA and revenues had grown at compound annual rates in excess of 20%. But in early 2017, investors, customers, and government officials began to question the implementation, sustainability, and ethics of the firm''s unique value creation strategy. That strategy consisted of three parts: value-based pricing, cost reductions, and new product development. In the short term, CEO Nick Howley had to decide whether to respond to the barrage of criticism; in the longer term, he had to decide whether to change the firm''s highly successful strategy.

涵蓋領域：

International business;Business law and ethics;Competitive advantage;Business ethics;Financial strategy;Business growth;Growth strategy;Mergers and acquisitions;Antitrust laws;Employee performance management;Pricing strategy;Private equity;Procurement;Suppliers;Environmental sustainability;Value creation;Leadership styles

相關資料：

Spreadsheet Supplement, (9-720-855), 0p, by Benjamin C. Esty, Daniel Fisher;
Video Short, (9-720-856), 0p, by Benjamin C. Esty;
Case Teaching Note, (5-721-353), 42p, by Benjamin C. Esty, Daniel Fisher

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