Gillette Case Study 案例分析.pdf

S w 905M26 GILLETTE’S ENERGY DRAIN (A): THE ACQUISITION OF DURACELL1 Professor Frank C. Schultz and Michael T. McCune prepared this case solely to provide material for class discussion. The authors do not intend to illustrate either effective or ineffective handling of a managerial situation. The authors may have disguised certain names and other identifying information to protect confidentiality. Ivey Management Services prohibits any form of reproduction, storage or transmittal without its written permission. This material is not covered under authorization from CanCopy or any reproduction rights organization. To order copies or request permission to reproduce materials, contact Ivey Publishing, Ivey Management Services, c/o Richard Ivey School of Business, The University of Western Ontario, London, Ontario, Canada, N6A 3K7; phone (519) 661-3208; fax (519) 661-3882; e-mail cases@ivey.uwo.ca. Copyright © 2004, Ivey Management Services Version: (A) 2008-08-27 It was February of 2001, and James Kilt, newly elected chief executive officer (CEO) of Gillette, was preparing for his first strategy session with Gillette’s board of directors. Kilt pondered what actions to propose in order to satisfy the board, as well as investors, that he had an effective turnaround plan for Gillette’s Duracell division. Kilt, 52, had been the president and CEO of Nabisco just one week previously and was widely credited with dramatically increasing its performance. Gillette’s board, which inclu