How Dow Chemical Could Benefit From The Acquisition Of Dupont

In this paper, we are examining the 1998 DuPont spin off of Conoco by analyzing the transaction itself. Then, I look at one of the possible alternatives to the chosen transaction and compare that alternative with the actual long term impacts of the sale. I will then decide and recommend which option would have been the best utilized by DuPont over the long-term in order to generate the most revenue from its ownership of Conoco.

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:

For this course project, I have chosen Cisco Systems, Inc. and tried to do the DuPont analysis for this company. Cisco Systems, Inc. designs, manufactures, and sells Internet Protocol (IP) based networking products and services related to the communications and information technology industry worldwide. Cisco also provides broad line of products for transporting data, voice, and video within buildings, across campuses, and around the world. Various products offered by Cisco are switching, NGN routing, collaboration portfolio integrating voice, video, data and mobile applications data center and other networking products. Cisco Systems has a market cap of $128.77 billion and is part of the technology sector and

In this chapter, we first provide coverage of expansion through corporate takeovers and an overview of the consolidation process. Then we present the acquisition method of accounting for business combinations followed by limited coverage of the purchase method and pooling of interests provided in a separate sections.

Dow Corning Corporation was founded in 1943 as a jointly owned enterprise by The Dow Chemical Company and Corning Incorporated to develop the potential of silicone materials. Dow Corning's principal businesses were silicone materials and polycrystalline silicon.

At first glance, the merger of Newell and Rubbermaid seems very attractive. Newell had a proven track record of acquiring companies and turning them around to deliver shareholder value. Since the 1960s, Newell had made over 35 strategic acquisitions of commodity producing manufacturing firms with low operating margins. Acquisitions usually added to shelf space, increase supplier power and rounded out Newell’s ‘good, better, best’ multiproduct offering. Also, acquired companies were typically market leaders.

Newell Company’s strategy is to acquire different companies that will help them grow their business in the basic home and hardware products industry before 1994 and started diversifying into unrelated field such as writing instruments and window treatments to grow the company as a whole. These companies are mostly underperforming and suffer from high cost thus Newell would put these companies through a process of streamlining, focusing on operational efficiency and profitability, and this process know as “Newellization” would align these companies to Newell’s own cost structure and processes in less than 18

not only the largest but as well the highest valued chemical company in the United States. Its

For $66 billion Monsanto agreed to be acquisition by Bayer on September 14, 2016. Both companies have a strong presence in the global biotechnology and chemical industry. Monsanto’s expertise in the seed industry and Bayer’s success in the crop protection segment will come together to create an agricultural input powerhouse. Together these two companies could become one of, it not the largest, firm in the agricultural industry. With high priorities in research and development, sustainability, and innovation Monsanto and Bayer complement each other well. This report will cover 5 topics; the companies involved, their categories of markets, their financial status, a S.W.O.T. analysis, and their platform for growth after they merge.

Dow started as a manufacturer of commercial bleach in 1897, and was founded by Herbert Dow. He merged his company in 1900 with Midland Chemical, which lead to diversification of his portfolio to agricultural and food products. In 1912, Dow started to pay dividends every quarter without any reductions or interruptions. By doing so, they were the only Fortune 200 firm that established these figures.

In 1997, they merged with McDonnell Douglas and are currently the world's largest aerospace company and leading manufacturer of commercial airliners and defense, space and security systems. With

Cisco on Cisco Case Study/Business Management/Cisco Acquisition Integration: Acquiring companies that offer attractive technologies, products, or market opportunities has been a major growth strategy for Cisco®. To help integrate these companies rapidly, consistently, and with minimal disruption, Cisco has formed cross-functional teams, defined common principles, and developed standard processes. This wellestablished approach to integration allows Cisco the ability to quickly gain the value expected from the acquisition, among other benefits. Cisco

The Dow Chemical Company commonly referred to as Dow is an American MNC headquartered in Midland Michigan, United States. As of 2007 it is the second largest chemical manufacturer in the world by revenue and as of February 2009 the third largest chemical company in the world by market capitalization. It ranked third in the world by chemical production in 2015.

Dow Chemical Company, and American Chemical and Plastics manufacturer is one of the globe’s prominent suppliers of chemicals, plastics, synthetic fibers, and agricultural products. Dow Chemical was originated by Chemist, Herbert H. Dow, of Midland in 1897. Dow was to support Midland Chemical Company in 1890 and the Dow Process Company of 1895(Dow Chemical Company, (2012)).

Dow Corning is a global leader in silicone-based products. It sold its products to more than 80 countries globally and has a 40% worldwide market share in 2006. Its success to date was a large part driven by a major marketing initiative that revived the company half a decade ago, the launch of dual brand strategy and the resultant launch of the Xiameter brand. The Xiameter brand was an instant success, but is now experiencing challenges from increasing competition.