Gege

997 WordsNov 8, 20114 Pages
Chapter 7: Merger and Acquisition Strategy ---- House of Tata: Acquiring a Global Footprint (written by Tarun Khanna, Krishna G. Palepu, and Richard J. Bullock) 1. Should Tata Motors bid for Ford’s Land Rover and Jaguar units as part of its globalization efforts? What are pros and cons? 2. How else could Tata Motors compete with ford, Honda, Toyota, and other rivals? Could Tata Motors focus on competing as a parts supplier instead? 3. What is your assessment of the globalization and M&A strategies of the Tata Group operating companies, particularly Indian Hotels, Tata Tea, Tata Consultancy Service, and Tata Steel? What can one learn from the global strategies of these major Tata Group companies? juytnjybhgtry 4.…show more content…
Chapter 7: Merger and Acquisition Strategy --- The Acquisition and Restructuring of Kia Motors by Hyundai Motors (written by Seungwha Chung and Sunju Park) 1. Did Hyundai make a strategically correct choice when it acquired Kia? 2. What administrative tasks did Hyundai need to complete after acquiring Kia? 3. Analyze the restructuring in the two years after the acquisition with regards to synergy effects. 4. How did Kia, which had gone bankrupt, revitalize the organization in such a short period of time? Chapter 8: International Strategy ---- P&G Japan: The SK-II Globalization Project (written by Christopher A. Bartlett) 1. As Paolo DeCesare, what factors do you need to consider before deciding what to recommend in your SK-II presentation to the global leadership team (GLT)? What kind of analysis will you need to do in preparing for that meeting? 2. Does SK-II have the potential to become a global brand within Proctor & Gamble’s worldwide operations? Why or why not? 3. Which of the three market options should Paolo DeCesare recommend to the GLT? What benefits do you expect to gain? What risks do you see? 4. How should he implement your recommended option? What are the implications for P&G’s new post-O2005 organization? What support and/or resistance do you

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