More from these Authors

• Case | HBS Case Collection | June 2020

  gWorks

  Richard S. Ruback, Royce Yudkoff, Richard S. Ruback and Royce Yudkoff

  In January of 2019, Joe Heieck (HBS '14), CEO of gWorks, was deciding whether to proceed with his acquisition of Data Tech, that was a business roughly the same size of gWorks. gWorks, which provided geospatial software to small city and rural county governments, was acquired by Heieck in January 2015 after a 6 month search. While there were potential synergies between gWorks and Data Tech, the acquisition also presented some significant risks including its relatively high price and concerns about the need to modernize its product offerings.

  Keywords: Acquisition; Decision Making;

  Citation:

  Ruback, Richard S., and Royce Yudkoff. "gWorks." Harvard Business School Case 220-093, June 2020.  View Details

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• Case | HBS Case Collection | June 2020

  gWorks

  Richard S. Ruback, Royce Yudkoff, Richard S. Ruback and Royce Yudkoff

  In January of 2019, Joe Heieck (HBS '14), CEO of gWorks, was deciding whether to proceed with his acquisition of Data Tech, that was a business roughly the same size of gWorks. gWorks, which provided geospatial software to small city and rural county governments, was acquired by Heieck in January 2015 after a 6 month search. While there were potential synergies between gWorks and Data Tech, the acquisition also presented some significant risks including its relatively high price and concerns about the need to modernize its product offerings.

  Keywords: Acquisition; Decision Making;

  Citation:

  Ruback, Richard S., and Royce Yudkoff. "gWorks." Harvard Business School Case 220-093, June 2020.  View Details

  CiteView DetailsEducators

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• Teaching Note | HBS Case Collection | May 2020

  Talismark

  Richard S. Ruback, Royce Yudkoff, Ahron Rosenfeld, Richard S. Ruback, Royce Yudkoff and Ahron Rosenfeld

  Teaching Note for HBS Case No. 211-097. Talismark negotiated waste hauling contracts for small and medium size companies. Its owners, Charles Muszynski and Marshall Staiman, were able to grow the business by more than 30% per year since it was founded, but believed that further growth and improved profitability were limited by the company’s approach to sales and its information infrastructure. They were considering reengineering its sales process, operational structure and information technology. These changes involved $1 million in estimated out-of-pocket costs. Beyond those costs, the decision presented considerable risks as Talismark would need to interrupt is sales efforts, replace its sales team and launch new approaches to sale and operations. The reengineering plan would transform Talismark into a new more efficient operation, but its owners were not sure whether the benefits of the plan would exceed its costs and were worried about the inherent risks.

  Keywords: small business; small business administration; infrastructure;

  Citation:

  Ruback, Richard S., Royce Yudkoff, and Ahron Rosenfeld. "Talismark." Harvard Business School Teaching Note 220-092, May 2020.  View Details

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