Here is the synopsis of our sample research paper on Philip Morris Companies and Kraft, Inc.. Have the paper e-mailed to you 24/7/365.
Essay / Research Paper Abstract
A 12 page paper discussing Harvard case 289-045, discussing Philip Morris' attempted takeover of Kraft in October 1988. Philip Morris would be successful before the year was out, but at a cost of $12.9 billion rather than the $11 billion it initially offered for all of Kraft's stock. Capital budget analysis at $11 billion shows the move to be a negative one for Philip Morris based on only five years' analysis. Bibliography lists 6 sources.
Page Count:
12 pages (~225 words per page)
File: CC6_KSmgPhilMorKrft.rtf
Buy This Term Paper »
Unformatted sample text from the term paper:
Most Native American groups share a few common legends and traditions. One of those commonly-held traditions is that decisions made in the present need to be sustainable over time.
The decision must not be good only for today, but also for seven generations into the future. Not only children and grandchildren should benefit, but their children and
grandchildren - for a period of at least 175 years (seven generations) - should benefit from the results of the decision as well.
In his letter to Kraft shareholders in 1988, then-chairman and CEO of Kraft John M. Richman waxed prophetic in his assessment of the direction that American business was taking at
the time. Bemoaning the hardships that were bound to be caused by the upcoming restructuring plan, Mr. Richman explained to shareholders that the decision underlying the restructuring was the
"product of current era investment policies and financial attitudes that favor short-term financial gratification over steady, long-term growth and the need to provide a sound economy for future generations" (Philip
Morris Companies and Kraft, 1989; p. 1). The letter was Krafts response to Philip Morris announcement of a hostile takeover attempt in 1989. The purpose here is to
review the circumstances of that attempt. Kraft Background (Pre Acquisition) Businesses former focus on diversification seems strange in todays business environment, which urges
organizations to ask themselves in preface to any acquisition decision, "What business are we in?" as recommended by Harvards Theodore Levitt in 1960 and again in 1986. Not only
was it common for businesses to branch out into areas other than the core business, it also was expected. Operating a business was seen in much the same light
...