Hermann Gudmundsson, CEO of Esso Iceland (supplier of fuel and lubricants) was anticipated merger Esso Iceland Bilanaust begin with, an Icelandic vehicle spare parts retailers would be dominant with the result of a single unit in its respective industries. The Icelandic economy is growing at reasonable prices and Esso had enjoyed its position as the leading fuel in Iceland in the last 60 years, with 40 percent of the market. Gudmundsson and his partners Esso … Read more »

Hermann Gudmundsson, CEO of Esso Iceland (supplier of fuel and lubricants) was anticipated merger Esso Iceland Bilanaust begin with, an Icelandic vehicle spare parts retailers would be dominant with the result of a single unit in its respective industries. The Icelandic economy is growing at reasonable prices and Esso had enjoyed its position as the leading fuel in Iceland in the last 60 years, with 40 percent of the market. Gudmundsson and his partners Esso Iceland in 2006 by a private equity firm that was focused on stripping Esso Iceland on its nuclear fuel business, with staff cuts as part of a cost-cutting program. Gudmundsson believed that Esso Iceland untapped wealth that could be formed only by the cross-selling synergies as a result of a successful integration of over 500 accounts in the two companies had to be improved. His primary objective was to lead the combined organization to achieve these goals in the next two years without destroying shareholder value.
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from
Ken marks
Tony Frost
Gerard Seijts
Source: Ivey Publishing
5 pages.
Release Date: 03 September 2010. Prod #: 910C16-PDF-ENG
Merging Esso Iceland and Bilanaust (A2) HBR case solution

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