The case presents the IPO of Neopost SA, manufacturer of document handling and postage meter equipment on the Paris Stock Exchange. This IPO constitutes the exit for the buyout specialist, BCPartners, who invested in the company during its spin-off from Alcatel, and subsequently took over the majority of the equity in a secondary buyout.

The case presents the IPO of Neopost SA, manufacturer of document handling and postage meter equipment on the Paris Stock Exchange. This IPO constitutes the exit for the buyout specialist, BCPartners, who invested in the company during its spin-off from Alcatel, and subsequently took over the majority of the equity in a secondary buyout.

Case Writers: John QUICK and Christopher RATHSACK

This case considers the strategic options available to a firm in managing its patent portfolio, including licensing, commercialization, donation to a university, and holding options open.

This case considers the valuation of entrepreneurial start-ups possessing follow-on technological opportunities as well as abandonment options for their project.

The case series illustrates the decision-making process and the negotiation complexities of a leveraged buy-out proposal made by Italtel management to their holding company, Telecom Italia.

The case series illustrates the decision-making process and the negotiation complexities of a leveraged buy-out proposal made by Italtel management to their holding company, Telecom Italia.

The case series illustrates the decision-making process and the negotiation complexities of a leveraged buy-out proposal made by Italtel management to their holding company, Telecom Italia.

The case series illustrates the decision-making process and the negotiation complexities of a leveraged buy-out proposal made by Italtel management to their holding company, Telecom Italia.

The case series illustrates the decision-making process and the negotiation complexities of a leveraged buy-out proposal made by Italtel management to their holding company, Telecom Italia.

ADP signs its largest acquisition deal in history, to purchase GSI in August 1995. If the divergence of cultures in both companies isn’t enough -- ADP management being used to tight controls and double-digit growth and GSI management groomed to run their own show in spite of recent poor financial results -- there are tremendous differences in operations across functional areas to resolve.