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The document summarizes a case discussion involving Myerson Industries. The group discussed opinions on whether to accept a buyout offer, sell a blender unit, retain the pension plan, and get a loan. They recommended preventing the buyout, repositioning products, retaining the pension plan, and selling the blender unit. In the end, the CEO decided to get a loan, sell the plant, protect against takeovers, and keep the pension plan. The group reflected on lessons around inclusive decision making, flexible thinking, and how preparation leads to better contributions.

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Myerson’s Dilemma Group 3 Akshay Mohta Akshay Shukla Charu Jain Ketan Agarwal Ravi Tanna Rishikesh Mandavkar Reshma Radhakrishnan
•Introduction to the Case •The Decision Makers •Individual opinions •Recommendations •The CEO’s Verdict •Learning
The story so far.. Who are we? Myerson Industries What do Why the we do? fuss?
The Fantastic 4! Leo Myerson Jr. Active Director Save Thy Name!!! Susan Greene Bob Saka Partner at CEO Cleveland bank We Shall Money Money Overcome!! Money!!! Victor Myerson Leo’s Nephew Sell Sell Sell!!!
The Decision Making Process Convene the Adjourn team group & meeting & announce Conclude the evaluate the final discussion & recommendations decision consolidate Moderate recommendations group discussion Review the case
Opinions..
Retain the Expand Speak up pension plan product guys. I am and sell the portfolio all ears!!! blender unit Buy stock back and don’t sell Company the blender unit dividends more than market returns The family We need time legacy should We need continue money Go for the loan
We recommend … Prevent Buyout Reposition existing products Retain pension plan Sell the blender unit
Save thy name. Save thy face. Prevent buyout Vulnerability factor Save the Legacy
Strengthen your Strengths! Reposition existing products Aggressive marketing strategy Customer Loyalty and brand image
No more compromises Retain the pension plan Retain market image
The Blender’s Dilemma
The Akron Plant To sell Not to sell Setting up a plant not Reduce overheads feasible Get capital - reduce loan to Reposition the current buyback stock product
Process & Learning Discussion Voting CEO’s call
The CEO’s Verdict Get a loan Sell the Takeover plant protection Keep pension plan
Brain Gain Inclusive decision making Flexible & Adaptive thinking Positive group dynamics Prior preparation = Better contribution
Brain Gain Contradicting opinions Six thinking hats Positive influence of facilitator
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  • 1. Myerson’s Dilemma Group 3 Akshay Mohta Akshay Shukla Charu Jain Ketan Agarwal Ravi Tanna Rishikesh Mandavkar Reshma Radhakrishnan
  • 2. •Introduction to the Case •The Decision Makers •Individual opinions •Recommendations •The CEO’s Verdict •Learning
  • 3. The story so far.. Who are we? Myerson Industries What do Why the we do? fuss?
  • 4. The Fantastic 4! Leo Myerson Jr. Active Director Save Thy Name!!! Susan Greene Bob Saka Partner at CEO Cleveland bank We Shall Money Money Overcome!! Money!!! Victor Myerson Leo’s Nephew Sell Sell Sell!!!
  • 5. The Decision Making Process Convene the Adjourn team group & meeting & announce Conclude the evaluate the final discussion & recommendations decision consolidate Moderate recommendations group discussion Review the case
  • 7. Retain the Expand Speak up pension plan product guys. I am and sell the portfolio all ears!!! blender unit Buy stock back and don’t sell Company the blender unit dividends more than market returns The family We need time legacy should We need continue money Go for the loan
  • 8. We recommend … Prevent Buyout Reposition existing products Retain pension plan Sell the blender unit
  • 9. Save thy name. Save thy face. Prevent buyout Vulnerability factor Save the Legacy
  • 10. Strengthen your Strengths! Reposition existing products Aggressive marketing strategy Customer Loyalty and brand image
  • 11. No more compromises Retain the pension plan Retain market image
  • 13. The Akron Plant To sell Not to sell Setting up a plant not Reduce overheads feasible Get capital - reduce loan to Reposition the current buyback stock product
  • 14. Process & Learning Discussion Voting CEO’s call
  • 15. The CEO’s Verdict Get a loan Sell the Takeover plant protection Keep pension plan
  • 16. Brain Gain Inclusive decision making Flexible & Adaptive thinking Positive group dynamics Prior preparation = Better contribution
  • 17. Brain Gain Contradicting opinions Six thinking hats Positive influence of facilitator