Soon after the death of the company’s legendary founder, the individuals then as chairman and president – talked about the future of their company – Lewis A. Sanders and Roger Hertog, respectively. Sanford C. Bernstein & Co., a private investment company, had grown rapidly in customers, assets under management and staff during the previous ten years. Its institutional research department, equity research was conducted for the distribution of the biggest asset managers in the world, was as … Read more »

Soon after the death of the company’s legendary founder, the individuals then as chairman and president – talked about the future of their company – Lewis A. Sanders and Roger Hertog, respectively. Sanford C. Bernstein & Co., a private investment company, had grown rapidly in customers, assets under management and staff during the previous ten years. Its institutional research department, equity research was conducted for the distribution of the biggest asset managers in the world, was one of the best such sources in the industry. His own money management business Managing $ 87400000000 in 1999. But how difficult market conditions for value-oriented manager was in the late 1990s, the company’s main portfolios were underperforming their benchmarks. Even though the investment management industry had become, it was also consolidated. The company was before some questions: How would it be affected by its founder’s death? What was its competitive advantage? Does the company have underlying value system change in a new competitive environment? Rumors have been going on in the future Bernstein publicly circulating, merge or be different. If the company even as one of these options? How much the company was worth?
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from
Boris Groysberg,
Anahita Hashemi
Source: Harvard Business School
27 pages.
Publication Date: Nov 21, 2003. Prod #: 404001-PDF-ENG
Sanford C. Bernstein: The Fork in the Road (A) HBR case solution