大家...........加油啊 Dear All: Do you think that we need more lectures on strategic management? The discussion questions of the Chase case are given below: 1. What are the strategic benefits, if any, from combining Chase and Chemical? 2. Should Chemical reconsider any of its perspective merger partners? 3. Assuming that all the strategic benefits are realized after the merger, what is the dollar amount of the impact on both companies? What is the impact of the shareholders wealth of both banks? How'll the merger affect banks' performance(e.g. as measured by return on equity). As a bank industry analyst, how would you measure the success of this transaction? (The equity beta for each of the bank's common stock at the time of the case was approximately 1.25). 4. To what extend, do the perspective gains for both banks represent transfers of value from other claimholders, such as customers, employees, and communities in which banks do business? 5. If you were Chemical management, what exchange ratio do you think that is appropriate? What if you were Chase management? 6. Critically evaluate the analysis that Chase and Chemical performed on layoffs and branch closings. How should a company determine what is the appropriate level of downsizing under such a circumstances? In general, what should a firm decide on the time period for layoffs and closings? 7. As a general matter, when facing such a complex restructure program, how should a firm design its disclosure strategy? What issues should management be concerned about disclosure? In this case, how much and what kind of information should they disclose to Wall Street and the media? This is a tough case. I wish that you set a high standard for yourselves and try to think hard on these issues. See you on Tuesday. Best regards, Professor Tang --

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