Martin Luther King, Jr.: A Young Minister Confronts the Challenges of Montgomery

William W. George; Rick   Buhrman; Andrew N. McLean

Case | HBS Case Collection | August 2005 (Revised February 2007)

Martin Luther King, Jr.: A Young Minister Confronts the Challenges of Montgomery

by William W. George, Rick Buhrman and Andrew N. McLean

Abstract

As the Montgomery Bus Boycott starts, the young Martin Luther King Jr. faces challenges to his leadership goals, strategic vision, and personal and family safety. Makes extensive use of King's own words and writings and builds a portrait of a young, talented, and ambitious leader about to embark on a risky and new endeavor. Traces the development of King's professional goals, his theological and political education, his young family, and his nascent professional career. Raises questions about the role of fear and uncertainty, support networks, deeply held beliefs, and professional goals in leadership decision making.

Keywords: Decision Making; Education; Values and Beliefs; Biography; Leadership; Personal Development and Career; Family and Family Relationships; Alabama;

Format: Print

9 pages

Educators Purchase

Citation:

George, William W., Rick Buhrman, and Andrew N. McLean. "Martin Luther King, Jr.: A Young Minister Confronts the Challenges of Montgomery." Harvard Business School Case 406-016, August 2005. (Revised February 2007.)

The case, “Facebook Confronts a Crisis of Trust,” starts with the crisis Facebook founder and CEO Mark Zuckerberg is facing in March 2018 over Cambridge Analytica’s accessing data from 87 million Facebook accounts in order to influence the 2016 U.S. Presidential election. The case covers Facebook’s advertising business model, the Congressional uproar that follows, the opposing views of Apple CEO Tim Cook, and pending regulations of user privacy. The case provides an opportunity to discuss why Zuckerberg handled the crisis as he did, plus the importance of user trust, the role of the new technology giants in protecting user privacy, and the potential for regulating the treatment of private user information.

Case | HBS Case Collection | May 2017

Battle for the Soul of Capitalism: Unilever and the Kraft Heinz Takeover Bid (A)

William W. George and Amram Migdal

This case describes Kraft Heinz Company’s (KHC) February 2017 unsolicited $143 billion takeover offer to acquire Unilever. The offer was made to Unilever CEO Paul Polman by KHC chairman Alexandre Behring, who was also co-founder and CEO of Brazilian-based 3G Capital (3G). Since being acquired by 3G in 2013, KHC profit margins had increased by more than half, to 28%, well above food industry averages, as its share price rose 24%. The case examines the divergent approaches to value creation embraced by 3G and Unilever, respectively. 3G had a well-earned reputation for immediate return to shareholders by cutting costs in its acquired companies, creating rapid increases in earnings and cash flow. Under the leadership of co-founder Jorge Paulo Lemann, 3G had teamed with Warren Buffet’s Berkshire Hathaway in recent years on the acquisitions of Burger King, which then bought Tim Horton’s in Canada, and H.J. Heinz, which subsequently acquired Kraft Foods. Under Polman’s leadership, Unilever focused on long-term shareholder value accretion with a multi-stakeholder approach that emphasized global growth in revenues and earnings through deep penetration in rapidly growing emerging markets and creation of competitive advantage through sustainability. In Polman’s eight years at the helm, Unilever had delivered a 190% return to its shareholders. The case presents Polman’s dilemma: a takeover of Unilever by KHC/3G could erode the company’s commitment to sustainability and a multi-stakeholder model, and the 18% premium of KHC/3G’s offer undervalued Unilever and its long-term value creation strategy. However, 3G’s emphasis on efficiency could enhance Unilever’s profitability, and Polman was obliged to give serious consideration to the KHC offer and whether it would drive near-term value creation for Unilever shareholders.

Keywords: Acquisition; Value Creation; Decision Choices and Conditions;

Citation:

George, William W., and Amram Migdal. "Battle for the Soul of Capitalism: Unilever and the Kraft Heinz Takeover Bid (A)." Harvard Business School Case 317-127, May 2017. View Details

Cite View Details Educators Purchase

This (B) case describes the aftermath of Unilever’s February 2017 rejection of Kraft Heinz Company’s (KHC)/3G Capital’s (3G) unsolicited $143 billion takeover offer. In an effort to defend itself against future attempts by KHC/3G or other suitors, Unilever announced on April 4, 2017, a program of enhancing its long-term shareholder value with a series of aggressive restructuring moves. The program included targeted improvements to its operating margin, a significant stock repurchase, aggressive new savings targets, and other measures. The case allows for discussion of the takeover offer’s role in catalyzing Unilever’s announcement and the divergent approach to value creation embraced by Unilever and KHC/3G.

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Martin Luther King, Jr.: A Young Minister Confronts the Challenges of Montgomery

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