A Brief Note On The Air Quality Engineering Business

According to the researchers the increased value results from an opportunity to utilize a specialized resources which arises solely as a result of the merger (Jensens & Ruback, 1983; Bradle, Desai and Kim , 1983). For creating operational and financial synergies managers believe that two enterprises will be worth more if merged than if operates as two separate entities. Thus, the two companies, A and B:

Mergers and Acquisitions (M&A) typically refers to a corporate fiscal and strategic set of strategies that deal with the purchasing, selling, and/or combining of different companies or pieces of companies that are able to help grow a company or experience rapid innovation with either creating another business entity or investing research and development from the ground up (Hennepopf, 2009). Modern organizations are so highly complex and competitive that the old paradigm improving efficiency and the bottom line improves, is no longer all it takes to be successful. Companies must continue to reinvent themselves, put Board egos aside and look at the marketplace, their expertise, and what they can do to retain market share. With technology changing so

• Analysis of the target company—is the company a strategic fit as far as size, geographic location, business mix, operational capacity, financial strength and availability for takeover.

A broader view of objectives indicate that long-term opportunities exist in areas such as supply chain improvement, acquisition synergies, and increased pharmaceutical sales. The merger with Alliance Boots provides a ripe platform for negotiation

Major companies and corporations that comprise a big part of the United States economy take advantage of certain opportunities such as going public through IPO’s, acquisitions, and mergers. These three approaches provide an additional resource and many times an advantage to expand, become more profitable, or simply save a company’s existence.

Four years ago I began studying business studies. I have since discovered that business is a part of everyday life and this has become a strong interest of mine. Initially, my enthusiasm for business comes from observing my parents set up and manage their own business.

I am an Operations Manager for a critical power business for Eaton Corporation. I am responsible for an $18m ledger and all operations in four states in the Midwest (MN, WI, IL and IN). There are 22 direct reports in my area and I manage every aspect of the business to include hiring, terminations, performance management, customer satisfaction, profit and loss, operational excellence and the like. I have been individually responsible for the creation of IT initiatives and the project management of these initiatives which have been some of the largest projects ever attempted by Eaton IT. These projects have resulted in incremental revenue in the US Service business of > $11m annually and a cost savings of $1.8m. The IT initiatives have been so effective that the programs have been implemented in Canada, Australia/New Zealand and will be implemented in Central America, South America and APAC in 2019. I am currently working with the leadership in these areas to accomplish this global initiative.

I managed 5 departments with Budget Rent a Car of Atlanta including Reservations Office, Car Control, Rates and Structure, Customer Service and Airport Manager. Budget of Atlanta is one of the busiest airports in the world and we processed over 1000 rentals a daily and. In less then 1 year I was promoted 4 times to different levels of management. My motivation and willingness to learn new things help with my ability to move up.

Coming out of the first year of the merger, what new opportunities should the new “Defining Entity” pursue in order to grow business?

Managing a business has always been my passion and the ultimate career goal. As I grew through my career, I followed a progressive career path towards reaching my goal. While working in software technology company and designing and consulting the

For Heart, the ‘digestibility ‘of the targeted assets, itself a function of the size and organizational structure of the firm that owns them, is the crucial determinant of the choice between joint ventures and acquisitions (Hennart S. , 1997). Digestibility is also a determinant of the choice that is made when firms are not sure whether to choose joint ventures or acquisitions. while Balakrishnan and Koza are concerned with transaction costs in the market for firms, Heart's focus is on the costs of integrating the target firm’s labor force (what has been called the post-acquisition integration problem). (Hennart S. , 1997)The understanding of the choice between joint venture and acquisition allows us to understand how the logical decision can be made.

Tell me about your experience with acquisitions. We’ve done one full acquisition. Most were where we took assets, no people, no integration. One was a logical expansion. We were already buying from the company and applying their subsystem to our systems. We could not continue to buy products at the prices they were charging.

For twenty five (25) years I worked in city / county management in high level administrative positions such as Assistant City Manager, Interim City Manager, Deputy County Chief Administrative Officer, and County Chief Operating Officer. During that time, I had the opportunity to work with many excellent leaders as well as my fair share of not so excellent leaders.

Overall, the proposed acquisitions yield the company a combined entity with much better performance in term of profitability such as:

You have been assigned as a leader of a cross functional team of internal consultants to your CEO and the Board for your company.