Mergers And Acquisitions ( M & S

Our case study deals with Mass Merger. Since the 90s, together with the globalization of business, Mergers and Acquisitions have developed at an incredible pace. Thus, companies from all over the world can be lead to work together as one single corporation. Moreover, the world has become interdependent not only economically, but also culturally, that is to say one culture may influence another one or different cultures can be mixed. It is then obvious that intercultural issues have to be solved.

The modern business culture must, by necessity, be fluid if it is to succeed globally. There is interaction between employees, between stakeholders, and between global environments. In fact, this environment is formed through multiple interactions between the strengths, weaknesses and opportunities presented through the organization's unique culture. Since truly the one constant in business is change, it is how we adapt to such changes; as individuals and part of groups, that helps manifest behaviors as he culture evolves. Indeed, many believe that one of the templates that make up this fluidity is the concept, even more popular in the late 20th and early 21st centuries, of mergers and acquisitions (Horibe, 2001).

Significant diversity throughout its employee base of over 17,000 brings imminent challenges of cultural differences and linguistics (Alfa Laval 2017d). They have undertaken multiple acquisitions which materially heighten the amount of diversity to be handled by the HR department. Typically, the impact of a cross-border acquisition is negative with added communication difficulties, logistic problems and shared assumptions are found much harder to configure (Piekkari 2005). For instance, Alfa Laval acquired Norwegian company Frank Mohn AS in 2017, who withheld powerful market share in the manufacturing of pumping systems and shipping (Alfa Laval Group, 2017a). Piekkari (2005) discusses that combining companies often demotivates existing employees as they feel although relevant management are not transparent enough in the acquisition process and sense a surrender to a higher power rather than a positive marriage of equals. This then results in a decrease in important KPIs such as productivity and job satisfaction, which are often attached to increases in staff

Weak online shopping facility: The Company is relatively new in online selling and need improvement in this regards.

Every country differs in culture which has been there for centuries. The international market is growing rapidly, with more and more multinational organisations entering new markets each day. In this assignment I will evaluate how the difference in cultures affects the performance of international businesses.

Mergers and acquisitions have become a growing trend for companies to inorganically grow a business within its particular industry. There are many goals that companies may be looking to achieve by doing this, but the main reason is to guarantee long-term and profitable growth for their business. Companies have to keep up with a rapidly increasing global market and increased competition. With the struggle for competitive advantage becoming stronger and stronger, it is almost essential to achieve these mergers. Through research I will attempt to dissect the best practices for achieving merger success.

The rule of thumb in contract remedies is injured party is only entitled to the economic expectation or its equivalent. It is not entitled to the actual performance of the contract. That is why, usually, drafting the provisions regarding the breach of the contract, an attorney will be most focused on the monetary damages as the standard and the most commonly used type of the remedies. Monetary damages are generally awarded as a sum of money equal to the loss in value to the injured party of the other party’s failed or deficient performance, plus any other loss caused by the breach .

2. What are the key problems related to cultural differences and which integration approach should the company follow to overcome these problems?

AT&T has been no stranger to the mergers and acquisitions activity within the telecommunications industry. The company’s most recent purchase has been DIRECTV for about $48.5 billion in both cash and stock. Although the pay-for-television market is moderately developed, this deal enables AT&T to expand and negotiate content agreements with some of the largest media outlets. This transaction also gives the company access to DIRECTV’s 18 million subscribers, which will boost its cash flow potential and generate annual cost savings of $1.5 billion within the next five years. Extra free cash flow is crucial for AT&T at the moment since the company has chosen to heavily invest in its wireless lineup.

Some businesses in America transfer into bi-cultured after starting out as monoculture. This typically happens when one company buys out the other or they join each other and sub-merge. Every now and then this happens globally. Companies face changes when a merger takes place such as how the business will operate, wages, and or if there will be interference from the government. Once the merger has begun the rules are changed to better serve the company whether people are with it or against it. Company success stories are sent over to a list which is created called the Globe Project list. This list gives pointers and advice for globalized managers to practice based on several key items and characteristics required during a successful merger. Daft states, “Some of the characteristics are assertiveness, performance, and human orientation” (Daft, 2013 ).

Globalisation has dramatically changed the international business landscape. Corporations are now presented with unprecedented opportunities for growth, development and multinational expansion (Dobbs et al, 2013). With increased market and technological integration also comes the immense movement of people; connecting different cultures and nationalities from across the globe. It is now widely considered that diverse organisations are the most successful organisations, with cross-cultural collaboration often improving overall work efficiency by ‘integrating collective wisdom and strength’ (Li, 2011, 114). However, cross-cultural collaboration can also generate an organisational challenge, as disparate cultural backgrounds can often cause unintended misunderstandings (Li, 2011). The primary aim of this paper is to provide an analysis of an organisational merger between an American and a Chinese healthy food company, which will be situated in China. The authors of this paper will be acting as consultants, aiming to identify the cross-cultural barriers between the United States and China. Both organisations have identified the international merger as beneficial to their strategic objectives, however certain cross-cultural differences must be acknowledged as a potential challenge. Therefore, using relevant cross cultural theories, models and literature, this paper will advise how cultural challenges could be minimised. The paper will focus on issues surrounding communication and

Tata group is a conglomerate India company operating in over 100 companies within 7 sectors which include engineering, communications and information, services, technology, materials, chemicals, and consumer products. The company operates in more than 80 countries across 6 continents, and the group total revenue was approximately $83.3 billion at the end of 2011 fiscal year. Tata group employs over 425,000 people worldwide, and allows each company to operate independently. The group major companies include Tata Motors, Tata Steel, TCS (Tata Consultancy Services), and other major companies within the group. (Annual Report, 2011). Over the years, the group has embarked on the series of acquisitions to enhance market advantages as well increasing the group global exposure. One of the major acquisitions completed by the group was the Tata Motors acquisition of Jaguar and Land Rovers brands. On June 2008, Tata Motor completed the acquisition of Land Rover and Jaguar brands for approximately $2.3 billion. Tata motor raised $3.1 bridge loans from the consortium of more than 25 leading foreign and domestic banks to complete the acquisitions. The acquisition deal includes manufacturing plant, intellectual property rights, worldwide of sale network and advanced deigned centers based in the UK. Since Tata Motor acquisition of Jaguar and Land Rover, there are mixed opinion within the business circle whether Tata Motor has

According to the works of Chaney & Martin (2011) and Harris & Moran (2000), they agree that international management skills are in need for the increasing scope of international trades and investments. A large number of multinational companies have expanded their businesses through both developed and developing countries. Some of the business invest directly and others are partnership arrangements and strategic alliances with domestic operations. Their studies show that independent entrepreneurs and small businesses have started investing and competing in the world marketplace. Thus, to acquire corporations’ objectives, there is exceedingly a necessity for the development of strategic framework for cross-cultural management and communication in the current competitive global market. Chaney & Martin (2011) also noted that, cultural awareness and cultural differences are strongly important to the multinational corporations’ success. A good understanding of the culture where business is implemented can make international managers productive and effective.

Mergers and acquisitions have developed to be a widespread occurrence in modern era. A merger of the size like Adidas-Armani has repercussion for the labor force of these companies transversely to the world. Although the integration of units gives an immense arrangement of significance to monetary issues and the effects, there are still some issues are the most commonly ignored ones such as human resources, financial management, marketing, sales etc.. Ironically studies confirm that the majority of the mergers not succeed to convey the preferred results because of people associated concerns. The ambiguity resulted by badly handled management issues in mergers and acquisitions have been the foremost grounds for these collapses.

UNIVERSITY OF CAPE COAST THE IMPACT OF MERGERS AND ACQUISITIONS ON THE CORPORATE FINANCIAL PERFORMANCE OF GUINNESS GHANA BREWERIES LIMITED BY STEPHEN SANYE BATOGBEE SEIDU A DISSERTATION SUBMITTED TO THE DEPARTMENT OF ACCOUNTING AND FINANCE OF THE SCHOOL OF BUSINESS OF THE UNIVERSITY OF CAPE COAST IN PARTIAL FULFILLMENT OF THE REQUIREMENTS FOR THE AWARD OF MASTER OF BUSINESS ADMINISTRATION AUGUST 2008   UNIVERSITY OF CAPE COAST THE IMPACT OF MERGERS AND ACQUISITIONS ON THE CORPORATE FINANCIAL PERFORMANCE OF GUINNESS GHANA BREWERIES LIMITED STEPHEN SANYE BATOGBEE SEIDU AUGUST 2009     DECLARATION Candidate’s declaration I hereby declare that this dissertation is the result of my own original