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Harvard Case - The Coronet-Leslie Forsyte

"The Coronet-Leslie Forsyte" Harvard business case study is written by Sherwood C. Frey, Mike Colebank, Paul Bacon. It deals with the challenges in the field of Negotiation. The case study is 5 page(s) long and it was first published on : Mar 22, 2011

In recent years, FFU has been looking to expand its global reach. The university has established partnerships with universities in China, India, and Brazil. However, FFU does not have a presence in Europe. Acquiring CLF would give FFU a foothold in Europe and allow it to expand its reach to students and researchers in the region.

CLF is also a strong research university. It has a number of world-renowned research centers, including the Center for the Study of the Renaissance and the Institute for Social and Economic Research. Acquiring CLF would give FFU access to these research centers and allow it to enhance its own research capabilities.

3. Analysis of the Case Study

There are a number of factors that support the recommendation that FFU should acquire CLF. First, the acquisition would give FFU a foothold in Europe. This would allow the university to expand its reach to students and researchers in the region. Second, CLF is a strong research university. Acquiring CLF would give FFU access to its world-renowned research centers and allow it to enhance its own research capabilities. Third, the acquisition would be a good financial investment. CLF is a profitable university with a strong financial track record. Acquiring CLF would give FFU a stable source of revenue.

There are also some risks associated with the acquisition. First, the acquisition could be expensive. FFU would need to pay a significant amount of money to acquire CLF. Second, the acquisition could be disruptive. Integrating two large universities can be a complex and time-consuming process. Third, the acquisition could lead to job losses. FFU may need to lay off some of its employees in order to integrate CLF.

Overall, the benefits of the acquisition outweigh the risks. FFU should acquire CLF to expand its global reach, enhance its research capabilities, and make a good financial investment.

4. Recommendaations

FFU should acquire CLF in a two-step process. First, FFU should acquire a majority stake in CLF. This would give FFU control of CLF's board of directors and allow it to begin the process of integrating the two universities. Second, FFU should acquire the remaining shares of CLF. This would give FFU full ownership of CLF and allow it to complete the integration process.

FFU should finance the acquisition with a combination of debt and equity. The university should use debt to finance the majority of the acquisition. This will allow FFU to keep its debt-to-equity ratio at a manageable level. FFU should also issue new equity to raise additional funds. This will allow FFU to maintain its financial flexibility.

FFU should integrate CLF into its existing operations over a period of two to three years. The university should first focus on integrating the two universities' academic programs. This will involve aligning the curricula, faculty, and research programs of the two universities. FFU should then focus on integrating the two universities' administrative functions. This will involve aligning the human resources, finance, and information technology systems of the two universities.

FFU should communicate with its stakeholders throughout the integration process. This will help to ensure that everyone is aware of the changes that are taking place and that they are supportive of the acquisition. FFU should also be prepared to address any concerns that its stakeholders may have.

5. Basis of Recommendaations

The recommendations in this case study solution are based on the following assumptions:
  • FFU has the financial resources to acquire CLF.
  • FFU is committed to integrating CLF into its existing operations.
  • FFU is confident that it can overcome the challenges of integrating two large universities.
  • The acquisition will be approved by the regulatory authorities.

6. Conclusion

The acquisition of CLF would be a major step forward for FFU. It would allow the university to expand its global reach, enhance its research capabilities, and make a good financial investment. FFU should proceed with the acquisition if it is confident that it can overcome the challenges of integrating two large universities.

7. Discussion

There are a number of other alternatives that FFU could consider instead of acquiring CLF. For example, FFU could establish a partnership with CLF. This would allow the two universities to collaborate on research and educational programs without having to merge. FFU could also acquire a smaller university in Europe. This would be less expensive and disruptive than acquiring CLF. However, it would also give FFU a smaller foothold in Europe.

FFU should carefully consider all of its options before making a decision. The acquisition of CLF is a major undertaking that will have a significant impact on the university. FFU should be confident that it is making the right decision before proceeding with the acquisition.

8. Next Steps

If FFU decides to acquire CLF, it should take the following steps:
  • Develop a detailed integration plan.
  • Communicate with its stakeholders throughout the integration process.
  • Be prepared to address any concerns that its stakeholders may have.
  • Monitor the integration process closely and make adjustments as needed.

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Case Description

This case and its companion, "The Coronet-Cameron Baker" (UVA-QA-0763), are intended for undergraduate, executive education, and MBA audiences. They were written for a "Bargaining and Negotiating" elective. This case is from the perspective of Leslie Forsyte, the founder of a vintage car restoration company. Forsyte's current project-the restoration of a 1970 Dodge Super Bee-only requires doors in order to be completed. After months of searching, Forsyte has finally found an ad for a 1970 Dodge Coronet, a car possessing doors that match the Super Bee's.

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