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Written by Gary F. Smith
Publish Date: 2024-10-04

Harvard Case - Wm. Wrigley Jr. Company

"Wm. Wrigley Jr. Company" Harvard business case study is written by Elena Loutskina, Georgy Shapovalov. It deals with the challenges in the field of Negotiation. The case study is 23 page(s) long and it was first published on : Mar 24, 2010

In 2008, Wrigley and Mars announced that they were exploring a possible merger. However, the deal ultimately fell through due to antitrust concerns. In 2016, Wrigley was acquired by Mars for $5.4 billion.

3. Analysis of the Case Study

A merger between Wrigley and Mars would have several strategic benefits. First, it would create a global confectionery powerhouse with a combined market share of over 20%. This would give the combined company a significant competitive advantage over its rivals.

Second, the merger would allow Wrigley to expand its product portfolio and enter new markets. Mars has a strong presence in the pet food and food markets, which would give Wrigley access to new growth opportunities.

Third, the merger would allow Wrigley to leverage Mars's global distribution network. This would help Wrigley to reach new markets and grow its sales.

However, there are also some risks associated with a merger between Wrigley and Mars. First, the merger could lead to antitrust concerns. The combined company would have a dominant position in the global confectionery market, which could lead to higher prices and reduced competition.

Second, the merger could lead to cultural clashes between the two companies. Wrigley is a publicly traded company with a focus on shareholder value, while Mars is a privately held company with a focus on long-term growth. This difference in cultures could lead to conflict and disruption.

Overall, the benefits of a merger between Wrigley and Mars outweigh the risks. The merger would create a global confectionery powerhouse with a strong competitive advantage. It would also allow Wrigley to expand its product portfolio and enter new markets.

4. Recommendaations

Based on the analysis above, we recommend that Wm. Wrigley Jr. Company should pursue a merger with Mars, Incorporated. The merger should be structured as a stock-for-stock transaction, with Mars acquiring all of Wrigley's outstanding shares. The combined company should be named Mars Wrigley Confectionery.

The merger should be led by a team of executives from both Wrigley and Mars. The team should be responsible for developing a detailed integration plan that addresses the risks and opportunities associated with the merger.

The integration plan should include the following elements:

  • A plan to address antitrust concerns
  • A plan to integrate the two companies' cultures
  • A plan to leverage Mars's global distribution network
  • A plan to expand the combined company's product portfolio
  • A plan to enter new markets

The integration plan should be implemented over a period of two to three years. During this time, the combined company should focus on achieving the following goals:

  • Increasing sales and market share
  • Reducing costs
  • Improving profitability
  • Strengthening the combined company's brand portfolio

5. Basis of Recommendaations

The basis for our recommendation is as follows:
  • The merger would create a global confectionery powerhouse with a combined market share of over 20%.
  • The merger would allow Wrigley to expand its product portfolio and enter new markets.
  • The merger would allow Wrigley to leverage Mars's global distribution network.
  • The merger would be structured as a stock-for-stock transaction, which would be tax-free for both companies.
  • The merger would be led by a team of executives from both Wrigley and Mars, which would help to ensure a smooth integration.

6. Conclusion

We believe that a merger between Wm. Wrigley Jr. Company and Mars, Incorporated would be a positive development for both companies. The merger would create a global confectionery powerhouse with a strong competitive advantage. It would also allow Wrigley to expand its product portfolio and enter new markets.

7. Discussion

There are a number of other alternatives that Wrigley could consider besides a merger with Mars. These alternatives include:
  • Acquiring a smaller confectionery company
  • Expanding into new markets organically
  • Licensing its brands to other companies
  • Selling the company to a private equity firm

However, we believe that a merger with Mars is the best option for Wrigley. A merger with Mars would give Wrigley the scale and resources it needs to compete in the global confectionery market. It would also allow Wrigley to expand its product portfolio and enter new markets.

There are a number of risks associated with a merger between Wrigley and Mars. These risks include:

  • Antitrust concerns
  • Cultural clashes
  • Integration challenges

However, we believe that these risks can be mitigated through careful planning and execution. We recommend that Wrigley and Mars develop a detailed integration plan that addresses the risks and opportunities associated with the merger.

8. Next Steps

If Wrigley decides to pursue a merger with Mars, the next steps would be to:
  • Conduct due diligence
  • Negotiate a merger agreement
  • Obtain shareholder approval
  • Close the merger

The merger process is likely to take several months to complete. However, we believe that the benefits of the merger outweigh the risks. We recommend that Wrigley shareholders vote in favor of the merger.

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Case Description

Recommended for MBAs, this case is one of a pair of cases used in a merger negotiation exercise. It is designed to be used with "Mars, Incorporated" (UVA-F-1612), but it can also be used on its own. One-half the class prepares only the Wrigley case, and the other half uses the Mars case. Wrigley and Mars are considering a merger and are in the process of negotiating a merger agreement. Macroeconomic assumptions, particularly forecasting future sugar prices in an uncertain environment, and assumptions about Wrigley's value make Wrigley's future cash flows difficult to predict.

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