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Compact case
Case
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Reference no. IMD-3-1106
Published by: Institute for Management Development (IMD)
Originally published in: 2002
Version: 06.02.2003
Length: 5 pages
Data source: Published sources

Abstract

This is the second of a two-case series (IMD-3-1105 and IMD-3-1106). In December 1999, one year after the merger of Hoechst and Rhone-Poulenc, the new company Aventis had increased its revenues, operating margins and reduced costs. It was also well positioned to achieve some of its major strategic goals. In November 2000, Aventis announced its decision to sell off its crop sciences operations. In this way, Aventis became a focussed pharmaceuticals company.
Location:
Industry:
Size:
EUR14 billion, 90,000 employees
Other setting(s):
December 1999

About

Abstract

This is the second of a two-case series (IMD-3-1105 and IMD-3-1106). In December 1999, one year after the merger of Hoechst and Rhone-Poulenc, the new company Aventis had increased its revenues, operating margins and reduced costs. It was also well positioned to achieve some of its major strategic goals. In November 2000, Aventis announced its decision to sell off its crop sciences operations. In this way, Aventis became a focussed pharmaceuticals company.

Settings

Location:
Industry:
Size:
EUR14 billion, 90,000 employees
Other setting(s):
December 1999

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