The case describes the context faced by the Supervisory Board of Deutsche Boerse (DB), the German Stock Exchange, following its hostile bid to acquire the London Stock Exchange (LSE), notably the events that led to a confrontation with UK hedge funds (TCI, Atticus) seeking to derail DB’s plans.

The case discusses a conflict over strategy between the Management and Supervisory Board of Stork, a Dutch diversified company active in Aerospace, Food Systems, Technical Services and Prints, and two hedge funds, Centaurus and Paulson, which since 2004 have build a sizeable stake in the company.

The case focuses on the Nielsen Company, formerly known as VNU, facing investor opposition to its acquisition of IMS Health for euro 5.8 billion.

This case focuses on the conflict between the Hedge Funds and the Board and Management of Deutsche Börse, following Deutsche Börse's hostile offer for the London Stock Exchange. It allows participants to role play the perspectives of the Supervisory Board, led by Dr.

International acquisitions have become an extremely important vehicle for growth for multinational companies. A key task for many MNC managers is the planning of such acquisitions and the integration of acquired companies in a manner that enhances the company's overall competitive advantage vis-à-vis other global, regional and national players.

By early 1999, NTL was the third-largest and fastest-growing cable TV and telephony company in the UK, measured by homes under franchise; only Cable and Wireless Communications (CWC) and Telewest were larger. CWC's parent wanted to exit the industry, and was in advanced negotiations with Telewest.

By early 1999, NTL was the third-largest and fastest-growing cable TV and telephony company in the UK, measured by homes under franchise; only Cable and Wireless Communications (CWC) and Telewest were larger. CWC's parent wanted to exit the industry, and was in advanced negotiations with Telewest.

This (A) case describes how Guy Wyser-Pratte, a pro-active investor and corporate governance advocate, puts pressure on Royal Vendex KBB, the leading non-food retailer in the Netherlands, to alter its corporate governance system.

Fresh from his victory for increased shareholder rights, corporate raider Wyser-Pratte, together with a coalition of active investors, tries in this (B) case to use their newfound rights to influence the strategic direction of the Vendex company.

The case describes the strategic planning process and performance management system implemented at DSM, a global chemical company. In particular, it describes how the company's Value Based Business Steering system is designed to create alignment between strategy formulation and execution through strategic value contracts.