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Danger Behind Closed Doors [electronic resource]: Hidden Agendas and Power Plays

ABC International
Format
Video; Computer Resource; Online Video; Online
Summary
This ongoing case study dramatically exposes two deal-breaking pitfalls that can easily derail a merger: hidden agendas and power plays. Using his valuation as leverage, one equity holder tries to sell his store to an outside investor before his potential partners find out he has
Release Date
2005
Run Time
28 min.
Language
English
Notes
  • Encoded with permission for digital streaming by Films Media Group on Sept. 19, 2005.
  • Films on Demand is distributed by Films Media Group for Films for the Humanities & Sciences, Cambridge Educational, Meridian Education, and Shopware.
Variant Title
Hidden agendas and power plays
Series
Going Public: A Cautionary Case Study
Going Public
Contents
  • Reasons to Merge (4:49)
  • Team Members Pair Up (3:47)
  • Power Plays vs. Unity (6:47)
  • Individual Agendas and Compromising (8:05)
Published
New York, N.Y. : Films Media Group, [2005], c2001.
Publisher no.
  • 30189s Films Media Group
  • 30191 Films Media Group
Access Restriction
Access requires authentication through Films on Demand.
Description
1 streaming video file (28 min.) : sd., col., digital.
Mode of access: Internet.
System requirements: FOD playback platform.
Technical Details
  • Access in Virgo Classic
  • Staff View

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    a| Reasons to Merge (4:49) -- Team Members Pair Up (3:47) -- Power Plays vs. Unity (6:47) -- Individual Agendas and Compromising (8:05)
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    a| Access requires authentication through Films on Demand.
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    a| This ongoing case study dramatically exposes two deal-breaking pitfalls that can easily derail a merger: hidden agendas and power plays. Using his valuation as leverage, one equity holder tries to sell his store to an outside investor before his potential partners find out he has 3| million in undisclosed business debt, while another uses his insensitive take-charge personality to dominate the process and become interim CEO-until he takes his company off the table when it becomes apparent he cannot compel the others to yield him the controlling interest.
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