DAG Group

Chris Hackett and Val Rayzman spent six months after the completion of the Business School, the possibility of building a chain of upscale drycleaners. This fragmented industry looked ripe for an innovative new entrants. Chris and Val have thoroughly researched the industry, chose a metropolitan area to begin in the sought for acquisition candidates, and as the prospect of de novo start-up. They have only uncovered a possible takeover candidate. With time and money ru … Read more »

Chris Hackett and Val Rayzman spent six months after the completion of the Business School, the possibility of building a chain of upscale drycleaners. This fragmented industry looked ripe for an innovative new entrants. Chris and Val have thoroughly researched the industry, chose a metropolitan area to begin in the sought for acquisition candidates, and as the prospect of de novo start-up. They have only uncovered a possible takeover candidate. With time and money is scarce, they feel pressured to decide whether to go through with the purchase, to start their own memory, or to abandon the project. This case is designed to focus on the strategic aspects of corporate activity. Can be used to emphasize the importance of understanding business and industry competitive dynamics. Can also be used to examine acquisition as an alternative to start-up.
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from
Amar V. Bhide,
Valery Rayzman,
Christopher J. Hackett
Source: Harvard Business School
13 pages.
Publication Date: Jan 21, 1992. Prod #: 392077-PDF-ENG
DAG group HBR case solution