1. Cultural Problems ... both internal at the acquiring company and at the target company ... and for the joint company ... for the internal problems with the unruly board, a separate learning objective is 'how does a junior person tell a senior person what to do' ... that 'sweetie,' 'fancy college education,' and 'freshman math student' situation needs to be handled.

2. Gender Discrimination Problems and a possible Sexual Harassment situation ... at the target company ... so an Affirmative Action Plan with three parts ... first, numbers, percentages, time tables ... second, how to reach out and find women pilots and mechanics ... and third, how to reorient the company to one that would welcome and attract women applicants ... and remember, the goal is to be an industry leader in gender equality in the aviation industry ... there also needs to be a Sexual Harassment Plan available that reflects the current #MeToo thinking on sexual harassment and also reflects the particular sexual harassment situations in the industry.

3. Social Media Marketing Opportunities ... for the acquiring company ... and a seamless IT Customer Management System expansion from the smaller company to the larger company ... a primary problem here, that needs to be solved, is that MidAtlantic doesn't really know who its customers are ... Carolina Coastal does ... as an LO, a system like this is not confined to an aviation company - the development of a CMS could apply to any business situation.

4. Unionization Problems ... a union company acquiring a non-union company ... what to doand how to do it. With the current global warming initiatives and concurrently with the advances in biotech due to the COVID pandemic, I sense a revitalization of the American labor union movement ... hence we have unionization issues front and center in this case as a key learning objective.

5. IT expansion from MidAtlantic to Carolina Coastal ... that whole system of Reservation Management ... that includes Yield Management, Ticket Pricing, Flight Scheduling, Crew Management ... needs to be in operation at the Carolina Coastal system ... so that with a flip of a switch, it is on and operating ... again, as an LO, a system like this is not confined to an aviation company - a system like this could apply to any business situation where you are scheduling people to assets.

6. A Profit-Sharing Plan ... an industry leading, profit sharing plan ... one that is not geared to old folks getting ready to retire ... but to a mixed range of people ... to young people who need spendable cash ... to middle range folks who need money in sizeable dollops to pay for college tuitions and to move upscale in housing ... and to the older folks who want a steady retirement topup ... and you want a profit sharing plan that is risk-free ... and not one that has long term returns tied up in the company's own stock.

7. The Financial Order of Battle:

a. Where are my sources of new capital? ... banks, insurance companies, loans, bonds, mortgages, common stock, preferred stocks, money laying around in the company un-used in retained earnings ... and some of these sources have tails, for example, if it is to be a new bond issue, should it be a callable bond or a bullet bond?

b. What are the individual costs of new capital ... i.e. the cost of new aircraft mortgage money (kmort), considering that debt expenses are tax deductible ... similar for new bond money (kbond) ... the cost of preferred stock (kps) ... it is new equity ... and the dividends on preferred stock are not tax deductible

Reference

https://drive.google.com/file/d/1XiSdrGofBFWeasZJ3DlRfkyYvaIjEsjC/view?usp=sharing