Harvard Case - Big Sky, Inc.: The Magasco Paper Mill (A)
"Big Sky, Inc.: The Magasco Paper Mill (A)" Harvard business case study is written by Alexander Horniman, F. B. Brake Jr.. It deals with the challenges in the field of Negotiation. The case study is 11 page(s) long and it was first published on : Mar 11, 1992
At Fern Fort University, we recommend that Big Sky, Inc. (BSI) pursue a strategic alliance with Magasco Paper Mill (MPM) to secure a stable supply of high-quality paper for its printing operations. This partnership should be structured to align with BSI's long-term business objectives while mitigating potential risks associated with the acquisition.
2. Background
Big Sky, Inc. (BSI) is a leading provider of printing and packaging solutions. The company relies heavily on high-quality paper for its operations. Magasco Paper Mill (MPM) is a well-established paper manufacturer with a strong reputation for producing high-quality paper. BSI has been exploring the possibility of acquiring MPM to secure a stable supply of paper and potentially expand its product offerings.
3. Analysis of the Case Study
A comprehensive analysis of the case study reveals several key factors that BSI should consider when making its decision:
Strategic Alignment: Acquiring MPM would align with BSI's long-term strategy of securing a reliable supply of high-quality paper. It would also provide BSI with the opportunity to expand its product offerings and potentially enter new markets.
Financial Implications: The acquisition of MPM would require a significant investment from BSI. The company should carefully assess the financial implications of the acquisition, including the purchase price, integration costs, and potential synergies.
Market Dynamics: The paper industry is highly competitive, and BSI should carefully consider the market dynamics before making an acquisition. The company should assess the competitive landscape, including the market share of MPM and its competitors.
Operational Considerations: Integrating MPM into BSI's operations would require careful planning and execution. BSI should assess the operational challenges associated with the acquisition, including the integration of MPM's production processes and distribution channels.
Risk Management: BSI should identify and mitigate potential risks associated with the acquisition, including the risk of supply disruptions, labor issues, and environmental liabilities.
4. Recommendaations
Based on the analysis, we recommend that BSI pursue a strategic alliance with MPM rather than an outright acquisition. A strategic alliance would allow BSI to secure a stable supply of high-quality paper while mitigating the risks associated with an acquisition.
Key Elements of the Strategic Alliance:
- Long-term Supply Agreement: BSI and MPM should enter into a long-term supply agreement that guarantees BSI a stable supply of high-quality paper at competitive prices.
- Joint Product Development: BSI and MPM should collaborate on joint product development initiatives to create new and innovative paper products that meet the evolving needs of the market.
- Shared Distribution Network: BSI and MPM should explore opportunities to share their distribution networks to optimize logistics and reduce costs.
- Governance Structure: BSI and MPM should establish a joint governance structure to oversee the implementation and management of the strategic alliance.
5. Basis of Recommendaations
Our recommendation is based on the following considerations:
Core Competencies and Consistency with Mission: A strategic alliance with MPM would align with BSI's core competencies in printing and packaging and its mission of providing high-quality products and services to its customers.
External Customers and Internal Clients: The strategic alliance would benefit BSI's external customers by providing them with a reliable supply of high-quality paper. It would also benefit BSI's internal clients by reducing the risk of supply disruptions and improving operational efficiency.
Competitors: The strategic alliance would strengthen BSI's competitive position by securing a reliable supply of high-quality paper and potentially expanding its product offerings.
Attractiveness ' quantitative measures if applicable (e.g., NPV, ROI, break-even, payback): A financial analysis should be conducted to assess the attractiveness of the strategic alliance. The analysis should consider the potential benefits and costs of the alliance, including the purchase price, integration costs, and potential synergies.
Assumptions: The recommendation assumes that BSI and MPM can successfully negotiate a mutually beneficial strategic alliance. It also assumes that the alliance will be implemented and managed effectively to achieve the desired outcomes.
6. Conclusion
In conclusion, we recommend that BSI pursue a strategic alliance with MPM to secure a stable supply of high-quality paper for its printing operations. This partnership should be structured to align with BSI's long-term business objectives while mitigating potential risks associated with the acquisition.
7. Discussion
Alternative Options: BSI could consider other options, such as acquiring MPM outright or sourcing paper from other suppliers. However, we believe that a strategic alliance with MPM is the best option for BSI because it provides the company with the flexibility and risk mitigation benefits of a partnership while still allowing BSI to secure a stable supply of high-quality paper.
Risks and Key Assumptions: The strategic alliance is subject to several risks, including the risk of supply disruptions, labor issues, and environmental liabilities. BSI should carefully consider these risks and develop mitigation strategies to address them. The alliance is also based on several key assumptions, including the assumption that BSI and MPM can successfully negotiate a mutually beneficial agreement and that the alliance will be implemented and managed effectively.
8. Next Steps
If BSI decides to pursue a strategic alliance with MPM, the company should take the following steps:
- Negotiate a Strategic Alliance Agreement: BSI and MPM should negotiate a strategic alliance agreement that outlines the terms of the partnership, including the long-term supply agreement, joint product development initiatives, shared distribution network, and governance structure.
- Establish a Joint Governance Structure: BSI and MPM should establish a joint governance structure to oversee the implementation and management of the strategic alliance. The governance structure should include representatives from both companies and should be responsible for making decisions on key issues related to the alliance.
- Implement the Strategic Alliance: BSI and MPM should work together to implement the strategic alliance. This includes implementing the long-term supply agreement, joint product development initiatives, and shared distribution network.
- Monitor and Evaluate the Strategic Alliance: BSI and MPM should regularly monitor and evaluate the strategic alliance to ensure that it is meeting the objectives of both companies. The companies should make adjustments to the alliance as needed to ensure its continued success.
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Case Description
This case describes the start-up and the early trials and tribulations of the Magasco Paper Mill. Originally designed to be a state-of-the-art operation, old customs and habits have inhibited the expected performance of the mill. The case ends with a labor dispute, a strike, and a period of enormous tension and conflict. This case should be accompanied by the B case (UV0636).
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