Coming to Grips with Deregulation: Bay State Gas Case Solution
In 1995, CEO Roger Young made a surprising decision to bring in Joel who was a foreigner with MBA degree to guide Bay State from the coming chaos of deregulation. Singer was convinced that in this scenario where the borders of the industry were being defined, Bay State had the opportunity to become a leader by expecting deregulation. By 1997, Singer had drastically shifted the construction, culture, processes, and strategies of Bay State, and the results seemed bright. In executing this strategy, particularly regulatory limitations that constrained the ability of the company's to fund its growth strategy but as 1998 approached, regulatory challenges appeared.
Bay State management was forced to reexamine its alternatives. The unions had another perspective, while Singer was convinced of the need to move forward. With the exclusion of the planned acquisition of Savage Alert, the firm has failed to identify the emphasis of the investments, no specific plan for investment as well as has not evaluated the dangers associated with its doctrine of operating in the new business areas.Therefore, which person was correct about the course forward to come to grips with deregulation?
PUBLICATION DATE: March 10, 1998
This is just an excerpt. This case is about GLOBAL BUSINESS
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