Haspeslagh Jemson Case

• 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.

According to Wheelen and Hunger an acquisition is a growth strategy that occurs when a company absorbs another (usually smaller) company as an operating subsidiary or division of the acquiring corporation. Acquisitions usually take place with companies of different sizes and they can be hostile or friendly. Acquisitions can also be a good way to grow

My feelings mirror those of a text I studied while in college that holds deep value for me and the way I feel about the company’s position moving forward. The text is that of Jim Collins entitled Good to Great . In it, the author explains that while in a transition period, a company should not make irrational acquisitions that do not align with the core of our business model. It describes how this action may lead to many unseen side effects, such as confusion in the market place, lack of employee support, an exodus of leadership that do not believe in the move and an overall negative growth of business.

HR help deal with any issues or difficulties identified with individuals in the organization as the merger or acquisition process unfurls. HR decides whether the cultures of the two organizations that are becoming one through a merger or acquisitions are perfect. HR must have a firm handle on the culture of the organization for which they work and should contemplate the culture of the other organization to influence such to an assurance. Culture differences may comprise how the two organizations describe and measure achievement within the organization; benefits workers enjoy, for example, individual time and protection; how issues inside the association are handles; the administration styles of the two organizations; and the general character of the workers and managers toward business capacities and the business in which they work.Besides, through the outstanding industriousness ration of a merger or acquisition, which comes after the acquiring organization, makes its underlying offer to buy the other organization, administration from the buying organization evaluate whether the transaction makes strategic and financial sense. HR from the obtaining organization particularly survey the advantages structure of the other organization to reveal any potential

Now, I would like to clarify the concept of acquisition, which is defined as the process performed by a company when making operational control of another. The decision regarding the acquisition is fundamental for the acquiring firm, therefore; it should be done after a proper research and a deep analysis. In this case, the decision is taken faster than normal without an accurate assessment. The cash flows and growth rate have been calculated based on a projected value made by Mr Harry and Mr Jack. This is a wrong step since Harry could not take the Framingham’s own estimate; he needs to make a self-evaluation.

As it is mentioned in the study, the acquisition strategy is in Cardinal Health’s blood and it is extremely good at acquiring firms and integrating them with the parent company. Cardinal Health’s acquisition success can be explained in four aspects. First, the company acquires only

I understood from this case that when you make an acquisition you really need to have the strategies and the objectives on the same page as the other company from the very beginning. Sharing the same visions and act with integrity are crucial skills in acquiring

(2015) stated that cross-border acquisition will have cultural differences between countries which need to be viewed carefully during post-acquisition integration. A classic typology developed by Mirvis and Marks (1992) was being illustrated in Appendix 5.1. The types of integration is referring to the degree of change required by the acquirer and the acquired firm. The authors further elaborate the options for integration in Appendix 5.2 based on the structure choices. For example, ‘absorption’ mergers that require fundamental change in the acquired firm, but little change in the acquiring firm. It is essential for the senior managers fully understand of the merger consequences, and at the same time clearly communicating throughout the organization. The key dilemma of the integration process whereby it requires a lot of resources and time-consuming. Hence, it is advisable to undergo full transformation with integrated operational control has the potential to create new dynamic

We’ve been asked to review the case Study, Growing a Company by International Acquisition” retrieved https://my.uopeople.edu/pluginfile.php/244173/mod_book/chapter/140506/UNIT%207%20-%20Case%20Study%20-%20dsgplc_13_full.pdf about the Davis Services Group and how their business changed and developed by its strategic management.

We’ve been asked to review the case Study, Growing a Company by International Acquisition” retrieved https://my.uopeople.edu/pluginfile.php/244173/mod_book/chapter/140506/UNIT%207%20-%20Case%20Study%20-%20dsgplc_13_full.pdf about the Davis Services Group and how their business changed and developed by its strategic management.

According to Chen, C. H. and Shih, H. T. (2008), Whether the mission or vision of the both company is the same or not will be a vital factor. The reason totally affects the success of an acquisition. In addition, how to find out and to purchase the primary techniques is also an obvious problem. Clearly, this method has some strengths and weaknesses, thus below two will be evaluated as follows.

Introduction: For my research topic I have chosen this topic to analyse and to investigate about the mergers and acquisitions of organisations. Do these mergers and acquisitions always bring desired results or not. Mergers and acquisitions are very common and occur everywhere i.e. in organizations, administrative units and businesses in all industries and of all sizes specially in banking sector and in pharmaceutical

Accounting for business combinations is one of the more complicated processes in accounting. The basic idea can be quite simple. The assets and liabilities being acquired are recorded at fair value and the fair value of the consideration transferred is allocated to them, but there are many problems that can occur that make consolidating financial statements quite difficult to accomplish. In this research paper some of the simpler accounting for business combinations will be discussed. Specifically I will discuss the accounting for a 100% ownership acquisition for which the subsidiary is dissolved. The procedures that will be discussed will correspond to the accounting for these situations that must be performed on the date of acquisition. There are much more complicated instances of business combinations in which multiple problems can cause the accounting to be much more complicated, such as cases in which there is less than 100% ownership of a subsidiary or when the accounting must be performed for reporting after the year of acquisition, but these will not be discussed here. Instead this research paper will spend time detailing the acquisition method for the aforementioned situation; this paper will also contain discussion of the authoritative texts for business combinations for both United States generally accepted accounting standards (henceforth referred to as

When considering the commonest reasons for loss of profit, shrinking of companies and failed acquisitions, one of the reasons that cannot be ignored is the over expectations the acquiring firm was of synergy. Synergy can be defined as the “extra energy or effective that people or businesses create when they combine their efforts.” (Macmillan Dictionary, 2009). Chatterjee (2006) suggested that there are three types about synergy: financial synergy, operational synergy and collusive synergy. All of these three types of synergy could show in acquisition. It has been argued that, the over expect of synergy usually caused by the over confident of the manager and the incorrect analysis of the market. Due to the over expect, the parent company could acquired another firm with a high price, the price could more than actual value of the acquired firm. Moreover, after the acquisition, the money spent on the acquisition cannot be gained back through the acquired firm, it could become a new pressure to parent firm and also influence the

As described in the introduction, inorganic growth is the strategic development which uses the competencies of an external organisation to achieve the progress. The external methods could be acquisitions, mergers, joint ventures, partnerships or alliances. (Thompson, Martin, 2005) Inorganic growth is often described as a faster way to grow compared with the organic growth. According to Chari (2004) external method helps to expand the company faster, access to new markets and the customers, decrease the competition and access to new technologies. However the author is arguing that the inorganic strategies as mergers, acquisitions have very high failure rates and therefore a company can lose a lot of money.