Darden University of Virginia (USA)
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SVEDKA Vodka (B)
Farris, Paul W.; Venkatesan, Rajkumar; Zuckerman, IvyCase DARDEN-M-0775-EMarketingIn the second case of a three-part series, the SVEDKA founder assesses which initial decisions were most critical in the launch of his now-successful product. He also explores the new choices he faces, including changes to the distribution channels and additions to the product line. Suitable for both MBA- and undergraduate-level courses such as "Integrated Marketing Communications," the case presents opportunities to discuss pricing, target, dist...Starting at €5.74
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The Sanofi-Aventis Acquisition of Genzyme: Contingent Value Rights
Matos, Pedro; Aleyev, Dmitriy; Xu, ChongCase DARDEN-F-1715-EFinanceThis case is designed for MBA students in M&A or derivatives courses. In January 2011, Sanofi-Aventis was finalizing its offer terms for acquiring Genzyme. The M&A valuation disputes were about the market potential of alemtuzumab, a drug in Genzyme’s pipeline, and how quickly Genzyme could resolve some of its manufacturing issues. To bridge the gap in their estimates, advisers had suggested an up-front cash payment and a contingent value right (C...Starting at €8.20
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Sanofi-Aventis's Tender Offer for Genzyme
Eades, Kenneth M.; Matos, Pedro; Aleyev, Dmitriy; Xu, ChongCase DARDEN-F-1716-EFinanceIn October 2010, Henri Termeer, the chairman and CEO of Genzyme, received a letter from the CEO of Sanofi-Aventis announcing its intention to commence a tender offer for Genzyme. Termeer thought the offer undervalued Genzyme, given the number of promising new drugs in the company’s pipeline and the success of its current drug portfolio. The case focuses on the strategic and financial considerations of a large corporate acquisition. To estimate Ge...Starting at €8.20
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SVEDKA Vodka (A)
Farris, Paul W.; Venkatesan, Rajkumar; Zuckerman, IvyCase DARDEN-M-0774-EMarketingSuitable for both MBA- and undergraduate-level courses such as “Integrated Marketing Communications,” this case series traces a product from idea to established, successful brand. In this A case, a spirits industry executive perceives a gap between the under-$10 and the $25-and-up vodkas. Could a midpriced vodka capture some volume from each of those markets? Decisions on pricing, target, distribution, branding, and promotion are considered.Starting at €8.20