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Compact case
Supplement
-
Reference no. 9-211-045
Published by: Harvard Business Publishing
Originally published in: 2010
Version: 5 November 2010
Length: 2 pages
Data source: Published sources

Abstract

Magna International, Inc, a Canadian-based automotive parts manufacturer, is considering whether and how to unwind its dual-class ownership structure. A family trust controlled by the founder owns a 0.65% economic interest in the company but has 66% of the votes via a super-voting class of shares. Officers of the company are considering how to fashion a transaction that will end the family''s control and win the approval of both classes of shareholders. The Magna (A) case asks the students to weigh the costs and benefits of dual-class ownership and the best way to convert to single-class. The Magna (B) case describes the proposal that Magna''s board put to a shareholder vote. Students are asked to evaluate it and decide whether they would approve it.
Location:
Industry:
Size:
72,000 employees, gross revenue USD17 billion
Other setting(s):
2010

About

Abstract

Magna International, Inc, a Canadian-based automotive parts manufacturer, is considering whether and how to unwind its dual-class ownership structure. A family trust controlled by the founder owns a 0.65% economic interest in the company but has 66% of the votes via a super-voting class of shares. Officers of the company are considering how to fashion a transaction that will end the family''s control and win the approval of both classes of shareholders. The Magna (A) case asks the students to weigh the costs and benefits of dual-class ownership and the best way to convert to single-class. The Magna (B) case describes the proposal that Magna''s board put to a shareholder vote. Students are asked to evaluate it and decide whether they would approve it.

Settings

Location:
Industry:
Size:
72,000 employees, gross revenue USD17 billion
Other setting(s):
2010

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