1. In what ways did Newell expect to generate value by acquiring Jarden? 2. Why was Newell so overly optimistic about the value it could generate? 3. What mistakes did Newell make in its pursuit and post-merger integration of Jarden? 4. The Newell-Jarden merger has not generated value for shareholders. Imagine you were advising firm managers on how they could best leverage the businesses they have. Identify the key business units of the firm. Evaluate how the firm can leverage opportunities for (1) building on core competencies, (2) sharing infrastructures, and (3) increasing market power across business units. Also, evaluate if the firm should divest any of its remaining business units. [Note: This is a challenging issue Newell has been facing. Newell, like many firms, has struggled to identify where to try to create value through corporate operations without destroying value of the individual business units. To get insight on these questions, you can research key products and brands within the firm to identify potential core competencies and areas of commonality in their value chains that could be seen as sharing opportunities. You can also review Newell's Annual Reports and/or 10-K filings to see both an identification of the business units of the firm and how they are currently organized into larger strategic business units.]