Subject category:
Strategy and General Management
Published by:
INSEAD
Length: 4 pages
Data source: Field research
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Abstract
A Malaysian Corporation, pistons parts manufacturer and supplier to the national car maker Proton, finds itself in receivership as its main bank refuses to roll over an overdue loan. What reasoning should the Board follow in making a decision about what to do? Several alternatives are possible, most of which will result in a loss of control to foreigners. Should the Board opt to bring in a foreign investor, who would take a majority stake and control the company? Should a take-over be considered? Should the company be sold off in successive parts? How should such a decision be taken within the Malaysian context? The Chairman, KAMIS, wants to make sure that whatever path is taken, it will be in conjunction with a ''friendly'' investor: what are the implications of this? The case would be useful in an executive course which looks at the relationship between corporate values and critical decisions, or ''defining moments'' for top executives. It raises questions such as how to assess priorities in time of difficulty and crisis, and what is the importance of the CEO''s values in the taking of such a decision?
About
Abstract
A Malaysian Corporation, pistons parts manufacturer and supplier to the national car maker Proton, finds itself in receivership as its main bank refuses to roll over an overdue loan. What reasoning should the Board follow in making a decision about what to do? Several alternatives are possible, most of which will result in a loss of control to foreigners. Should the Board opt to bring in a foreign investor, who would take a majority stake and control the company? Should a take-over be considered? Should the company be sold off in successive parts? How should such a decision be taken within the Malaysian context? The Chairman, KAMIS, wants to make sure that whatever path is taken, it will be in conjunction with a ''friendly'' investor: what are the implications of this? The case would be useful in an executive course which looks at the relationship between corporate values and critical decisions, or ''defining moments'' for top executives. It raises questions such as how to assess priorities in time of difficulty and crisis, and what is the importance of the CEO''s values in the taking of such a decision?