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Case
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Reference no. 9B01M031
Subject category: Strategy and General Management
Authors: W Glenn Rowe (Ivey Business School, Western University); Tami L Hynes (Ivey Business School, Western University)
Published by: Ivey Publishing
Originally published in: 2001
Version: 2001-05-23
Length: 40 pages
Data source: Field research
Topics: Return on investment; Government and business; Corporate governance; Strategy implementation
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Abstract

Fishery Products International (FPI) is one of the largest seafood companies in North America. FPI has experienced its best performance in a decade and has recently survived a hostile takeover bid by three competitors who acted in concert. The chief executive officer (CEO) has just returned from New Zealand where he was visiting a major competitor to see if there was the possibility of a strategic alliance. The CEO knew he had to do something to prevent another hostile takeover and to continue to grow shareholder value while still maintaining the social conscience of FPI. Some of the issues facing FPI were: performance, strategic leadership and corporate governance, and implementing an integrated product differentiation/cost leadership strategy.
Location:
Canada, New Zealand
Industry:
Food and kindred products
Size:
Large
Other setting(s):
2000
Teaching note
-
Reference no. 8B01M31
Subject category: Strategy and General Management
Authors: W Glenn Rowe (Ivey Business School, Western University); Tami L Hynes (Ivey Business School, Western University)
Published by: Ivey Publishing
Originally published in: 2001
Version: 2001-08-17
Length: 12 pages
Data source: Field research
View full details

About

Abstract

Fishery Products International (FPI) is one of the largest seafood companies in North America. FPI has experienced its best performance in a decade and has recently survived a hostile takeover bid by three competitors who acted in concert. The chief executive officer (CEO) has just returned from New Zealand where he was visiting a major competitor to see if there was the possibility of a strategic alliance. The CEO knew he had to do something to prevent another hostile takeover and to continue to grow shareholder value while still maintaining the social conscience of FPI. Some of the issues facing FPI were: performance, strategic leadership and corporate governance, and implementing an integrated product differentiation/cost leadership strategy.

Settings

Location:
Canada, New Zealand
Industry:
Food and kindred products
Size:
Large
Other setting(s):
2000

Related

Teaching note
-
Reference no. 8B01M31
Subject category: Strategy and General Management
Authors: W Glenn Rowe (Ivey Business School, Western University); Tami L Hynes (Ivey Business School, Western University)
Published by: Ivey Publishing
Originally published in: 2001
Version: 2001-08-17
Length: 12 pages
Data source: Field research
View full details