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The case ‘Oad: a 90-year-old Family Business in Trouble’ is published and launched at Erasmus University Rotterdam at November 10, 2015. Special case discussions are being organized for a selected group of interested parties (ca. 20 persons) to discuss the Oad case on Friday September 9, 2016, we will redo the case as part of our summer shool edition at Amsterdam based restaurant Loetje aan ‘t IJ from 11:00 to 15:00. Moderator: prof. dr. Fred van Eenennaam.
Job Woudt, Journalist at ‘Het Financieele Dagblad’ and writer of the book about Oad ‘Enkele Reis Holten’ about the Oad case:
“Leuk om het verhaal nu eens in de Harvard Business Case-formule weer terug te lezen. Chapeau.”
If you want to attend one of the two special case discussions, please use the application form below. The fee for attending the session is € 495,-. After these special sessions, the Oad case wil be included in the Strategy & Governance Excellence Series Workshop “The Family Business: dealing with changing times” on June 7, 2016. At request, The Decision Institute can also organize in-house or in-company case discussions (contact: Hagar Michel, MSc., 020-4040111).
Oad, a family business founded in 1924 as a regional passenger transportation operator, consisted of four divisions in 2013: the bus company Oad Travel, Oad Tour Operating, Globe travel agencies, and subsidiaries SRC culture holidays and Oad Incoming. Oad was one of the top three businesses in the Netherlands specialized in tour operating by 2012. With the tour operating division not being profitable in 2012 and 2013, Oad was placed under the special asset management department of the Rabobank in 2012 due to disappointing results, difficult market conditions and high restructuring costs. The credit facility that the Rabobank had provided to Oad had been stopped by the Rabobank because of doubts of the bank regarding Oad’s turnaround strategy and Oad’s capability to finance the turnaround. Oad was looking for ways to make the company profitable and to land investors for tour operating division. With a new season coming up, guarantees that were being asked from both the bank and other parties, the Rabobank not letting Oad use its credit facility overdraft anymore and no investors signed and sealed for the tour operating division, the third generation Ter Haar had to make crucial decisions.
IMPORTANT LESSONS ADDRESSED
During the in-depth case discussions, lessons will be addressed. In the discussion on the Oad case, the following subjects will come forward:
1. How do you manage the realtionship with your bank? (also see the article of prof. dr. Fred van Eenennaam, Hagar Michel, MSc., Henrik Verzijl, MSc. LL.M. on this subject)
2. How do you deal with disruptive forces? (also see the article of Michael E. Porter and James E. Heppelman on disruption)
3. Which subjects should be implemented as a focus point for decision making in the board? (also see the article of prof. dr. Fred van Eenennaam and Hagar Michel, MSc. on the importance of strategy in the board)
AUTHORS AND TEACHERS
Prof. dr. Fred van Eenennaam is an economist by education and received his doctorate in strategy at the VU University. He is specialized in ‘moments of truth in strategic decision-making’ and ‘corporate governance’. He is affiliated with Erasmus University Rotterdam, George Washington University, CETYS, UPAEP and Universität St. Gallen. He is a non-executive and supervisory board member in and outside The Netherlands and is director of consultancy firm The Decision Group and modern business school The Decision Institute.
Hagar Michel, MSc. is manager of the center for Corporate Governance & Board Effectiveness and its flagship program Maximize Your Board’s Potential at Harvard Faculty Club at The Decision Institute. She has a background in public administration and later specialized in Corporate Goverance. Hagar has worked on the Imtech case and is currently working on the business case about Volkswagen.
Henrik Verzijl, MSc. LL.M., is consultant at The Decision Group and manager of the Strategy Center & Programs at The Decision Insitute. He is responsible for in-house/in-company programs open/degree programs and international programs. He has a background in Finance & Investments and Corporate Law. In the past, Henrik and Fred van Eenennaam worked together on the Imtech, Vestia and KPN business cases.
*The fee for a single case discussion is EUR 395,-.
STANDARD TERMS OF APPLICATION
Costs and payment
All participation costs mentioned are excluding BTW.
Invoices will be sent directly after registration confirmation. Please send full payments within two weeks after the invoice date.
If you are unexpectedly unable to attend, a colleague can replace you with no additional cost. Please contact the program manager Wendy Parton (firstname.lastname@example.org) to arrange replacement.
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By law you are free to cancel your registration without any (additional) cost up to one calendar week after registering.
The Decision Institute reserves the right to cancel and/or modify the workshops. In case of cancellation by The Decision Institute participants will receive a full refund. The General Terms and Conditions of The Decision Institute are also applicable.