Please refer to part A for the abstract

The (A) case describes the situation of Cadbury Schweppes and its sugar confectionary business, in a state of “satisfactory underperformance” in which past strategies and practices make it hard for new management to initiate change in this widely respected company.

The (B) case shows how from 1997 to 1999 John Sunderland, the new CEO and a new divisional manager use Value Based Management as a vehicle for transforming respectively the company and the sugar confectionary division with strong emphasis on people and leadership practices.

This case deals with the transformation of Dow Chemical under Value Based Management. Set in the period 1993-1999, it traces how Dow’s organizational structure, management systems, human resources practices and ultimately its culture were thoroughly transformed by VBM.

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.

The (A) case describes the merger of SmithKline and Beecham in the context of the pharmaceutical industry in the late 1980s, and the firm's organisational change efforts in the five years after the merger.

The (B) case describes the strategic and organisational challenges facing the firm in 1994 as it begins to implement its new corporate strategy of "integrated healthcare" in the context of the changing healthcare industry.

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.

Describes the events of May 14, 1991, when the company is under the shadow of a Hanson threat.

Starting with Hanson's May 14, 1991 stake in ICI, the case describes the background of Lord Hanson and Lord White; the origins and history of Hanson Plc (then Hanson Trust); Hanson's approach as an acquirer and seller of businesses and Hanson's approach as an industrial manager.