The follow-on to the GSI A case presents the alternatives available to GSI in the summer of 1995. Former senior manager Gluntz has returned in February after a 10 year hiatus and created a plan to turnaround the company. By summer, it’s obvious that the option of selling GSI to an appropriate acquirer must be evaluated, given the mounting pressure of financial investors. The case places the reader in Gluntz’s shoes to determine whether to resuscitate the company from crisis or sell to one of three alternative buyers, one being ADP.
1. Financial vs. strategic assessment. 2. Assessment of tradeoffs of M and A choices from the perspective of several stakeholders.
- Mergers and acquisitions
- Computer services
- Leadership
- Growth
- Empowerment
