The case examines the operational, strategic and financial turn at Solo Cup, a manufacturer of disposable tableware. Solo Cup troubles are compounded by purchasing larger rival, dear company, which has its own problems and provided post-merger integration issues that management can not solve. David Garfield, managing director of consulting firm rotation Alix Partners, must first recognize the Core Solo Cup competence in order to determine the appropriate change in strategic direction, cut, assets that do not support the operations required for this strategy, and monetize them in order to streamline its balance sheet. This case teaches us that the three-pronged approach will always produce better results than any one-dimensional rotation. "Hide
by James Shein, Rebecca Frazzano, Evan Meagher Source: Kellogg School Management 21 pages. Publication Date: 01 Oct 2010. Prod. #: KEL505-PDF-ENG
Related Case Solutions & Analyses:
Groupe Eurotunnel S.A. (A)
Corporate Responsibility & Community Engagement at the Tintaya Copper Mine (B)
Cathay Pacific
United Way of Southeastern New England (UWSENE)
The Implementation of Flowcasting between CPGA and Sam’s Club
The Pitfalls of Project Status Reporting
BGI: Data-driven Research
Online Piracy: Jaywalking or Theft?
The TSMC Way: Meeting Customer Needs at Taiwan Semiconductor Manufacturing Co.
Ferrero Group: Securing Supply for Hazelnuts
