The Mercks Of Darmstadt: What Family Can Do (A) Case Solution And Analysis, HBR Case Study Solution & Analysis of Harvard Case Studies

IMD-3-2136 © 2009
Leleux, Benoit F. ; Glemser, Anne-Catrin

Much so that previous March, the Merck Group along with its family owners had actually jumped onto the Schering AG acquisition train to make sure the development it required to stay competitive in the fierce pharmaceutical company. For months, Jon Baumhauer, the Chairman of the Family Board and prominent member of the Executive Board of E. Merck OHG, had actually sustained the dedication of the family owners to a transformational merger that would specify the future of Merck. Keeping such secrecy amongst the 120-plus family partners representing the 10th to the 12th generations of Merck family owners was no little accomplishment, however the absence of an offer was beginning to produce stress on all levels.

Merck's Executive Board, the family and Merck's consultants had actually kept an eye on Serono throughout the year. It needed substantial take advantage of and brand-new equity injections from the family, its threat profile was greater than Merck's and cultural distinctions ran deep. Knowing goals: Managing a family company for sustainability; advanced family and company governance structures; handling development; technology development; keeping the entrepreneurial spirit; multi-generation family job; crucial size and development problems in the pharma job; handling reward systems for executives.

The Mercks Of Darmstadt What Family Can Do (A) case study solution

Subjects: Family business; Succession; Governance; Pharmaceutical; Transformational merger; Meritocracy; Separation of powers; Family; Due process; Acquisition; Going public; Specialty chemicals; Growth strategy; Critical mass
Settings: Germany; Switzerland; Global reach ; Pharmaceuticals & Fine Chemicals ; €7 billion sales+; 168 companies; 36’000 employees+ ; 2006-2007