Terranola Case Study And Analysis Help With Solution

Posted on March 9, 2017

Terranola Case Study And Analysis Help With Solution

 
When the well-known hedge fund manager and short-seller Jeremiah Hughes rst put Ter-ranola in the spotlight, issuing ominous warnings about unsold products, a loom- ing patent expiration, and awed growth projections, the considered judgment of the company’s executive team was to do nothing.
 
“I refuse to dignify this attack with a re- sponse,” said Henry Guillart, the CEO, after Hughes gave his negative presentation at an investor conference in New York. That decision turned out to have serious conse- quences. Terranola’s stock began tanking that afternoon, precipitating a slide that took the Seattle-based company’s reputa- tion, employee morale, and ability to raise capital along with it.
A month later, when Hughes spoke again about the company, everyone expected Terranola to counter. But behind closed doors, its leaders were torn: They
realized that responding this time might lead to even more trouble.
The Power of the Power Bar
 
First some background. Terranola is the company behind those granola bar ma- chines you see on every kitchen counter nowadays. It’s hard to believe that little more than a decade ago people didn’t even think of making their own snack bars at home. That’s a testament to the speed and thoroughness with which Terranola has dominated the business sector it invented.
 
 

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By now the birth of the company’s agship product, the Express bar-making machine, is legendary. Henry Guillart had been running an organic food distributor when he came across a sandal-wearing inventor in a Whole Foods store demon- strating something called the Power Bar Press. It was ugly, clumsy, and expensive, but Henry immediately saw its potential and bought the idea. He put a team of
 
Q1. How should Terranola respond to the
short-seller’s accusations?

 

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