Less than a year after Sealed Air embarked on a program to improve production efficiency and product quality, the company borrowed almost 90% of the market value of its common stock and paid it as a special dividend to shareholders. Management purposefully and successfully used the leveraged recapitalization as a watershed event, creating a crisis that upset the status quo and promoted internal changes, which included the creation of a new target, change the compensation system and the reorganization of production and capital budgeting processes. “Hide
by Karen H. Wruck, Brian Barry Source: HBS Premier Case Collection 21 pages. Publication Date: May 10, 1994. Prod. #: 294122-PDF-ENG
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