In October 2008, the merger of Esso Iceland and Bilanaust N1 to the new company was a success. Earnings before interest, taxes, depreciation and amortization (EBITDA) was on his way to double within three years, and cross-selling has been gaining traction. But N1 plans were under threat of derailment due to an impending currency crisis. In October 2008 the Icelandic banking sector collapsed. Gudmundsson called his team to what internal and external changes necessary to determine its ma … Read more »

In October 2008, the merger of Esso Iceland and Bilanaust N1 to the new company was a success. Earnings before interest, taxes, depreciation and amortization (EBITDA) was on his way to double within three years, and cross-selling has been gaining traction. But N1 plans were under threat of derailment due to an impending currency crisis. In October 2008 the Icelandic banking sector collapsed. Gudmundsson called his team to determine which internal and external changes are made to remain viable and productive now that they had no access to commercial credit had to be.
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from
Ken marks
Tony Frost
Gerard Seijts
Source: Ivey Publishing
1 pages.
Release Date: 03 September 2010. Prod #: 910C21-PDF-ENG
Merging Esso Iceland and Bilanaust (F) HBR case solution

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