Please use this identifier to cite or link to this item: https://superindex.lbr.auckland.ac.nz/handle/123456789/65621
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dc.creatorRowe, W-
dc.creatorHynes, T-
dc.date2001en
dc.date.accessioned2014-03-30T21:50:37Z-
dc.date.available2014-03-30T21:50:37Z-
dc.date.issued2014-03-31-
dc.identifier.urihttp://hdl.handle.net/123456789/65621-
dc.description.abstractFishery Products International (FPI) is one of the largest seafood companies in North America. FPI has experienced its best performance in a decade and has recently survived a hostile takeover bid by three competitors who acted in concert. The chief executive officer (CEO) has just returned from New Zealand where he was visiting a major competitor to see if there was the possibility of a strategic alliance. The CEO knew he had to do something to prevent another hostile takeover and to continue to grow shareholder value while still maintaining the social conscience of FPI. Some of the issues facing FPI were: performance, strategic leadership and corporate governance, and implementing an integrated product differentiation/cost leadership strategy. Related: Fishery Products International Ltd : A new challenge, Case Centre Teaching note Reference no. 8B01M31en
dc.relation.ispartofCase Centre Case Reference no 9B01M031en
dc.rightsIvey Publishing, 2001en
dc.source.urihttp://www.thecasecentre.org/educators/products/view?id=14889en
dc.titleFishery Products International Ltd ; A new challengeen
prism.startingpage1en
dc.subject.organisationFishery Products International (FPI)en
dcterms.spatial.countryNew Zealanden
dcterms.spatial.countryCanadaen
prism.endingpage40en
dc.subject.categoryCase studyen
dc.instructionalmethodYesen
dc.publisher.placeLondon, Ontario, Canadaen
dc.subject.industryFood and beverageen
dc.subject.industryFisheriesen
dc.subject.broadcategoryInternational businessen
dc.subject.broadcategoryStrategyen
dc.subject.broadcategoryMergersen
dc.subject.keywordsLeadershipen
Appears in Collections:Business Case Studies

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