Product details

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Compact case
Published by: International Institute for Management Development (IMD)
Originally published in: 2004
Version: 19.04.2005

Abstract

This is the second of a two case series (IMD-3-1459 and IMD-3-1460). Disagreements between the venture capital fund that had purchased Scott USA and senior managers who remained loyal to the company founder and previous Chairman, Tom Stendahl continue. The fund divests various divisions of the company, including Scott brand. A management buy-out ensues, with Stendahl, and 25 of his senior managers having an equity stake in the company. Within three years, all debt was repaid and the company had risen from near ruin to become a formidable adversary in the fiercely competitive global sporting goods industry. Stendahl remained as a strategic advisor to the company and shares some key lessons.
Industry:
Size:
Medium-sized
Other setting(s):
2004

About

Abstract

This is the second of a two case series (IMD-3-1459 and IMD-3-1460). Disagreements between the venture capital fund that had purchased Scott USA and senior managers who remained loyal to the company founder and previous Chairman, Tom Stendahl continue. The fund divests various divisions of the company, including Scott brand. A management buy-out ensues, with Stendahl, and 25 of his senior managers having an equity stake in the company. Within three years, all debt was repaid and the company had risen from near ruin to become a formidable adversary in the fiercely competitive global sporting goods industry. Stendahl remained as a strategic advisor to the company and shares some key lessons.

Settings

Industry:
Size:
Medium-sized
Other setting(s):
2004

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