Free Essay

Biggest Takeover in Film Industry Ever

In:

Submitted By dafangshan
Words 1740
Pages 7
The American theatre chain gets a much needed infusion of cash, while the Chinese conglomerate gets experience in film distribution and chain management.
Dalian Wanda Group’s agreement to purchase AMC Entertainment for $2.6 billion creates the largest theater chain in the world and marks China’s biggest acquisition of a U.S. company, therefore it has some industry watchers wondering what the ramifications might be for the movie exhibition industry.

One high-ranking executive said his initial reaction to the May 21 announcement was 100 percent positive, given that AMC’s private-equity owners – Bain Capital, Apollo Global Management, the Carlyle Group and others – had allowed the theater chain to fall into disrepair compared with its competitors. “Even the bulbs weren’t changed, so films looked dim,” he said.

Indeed, Wanda president and chairman Wang Jianlin announced his intentions to invest $500 million in AMC. Observers see installation of bars and restaurants at some locations, as well as upgrades to screens and sound systems, and the improvements could be noticeable enough to encourage disenchanted moviegoers to the give theaters another try.

“It’s been a long time since AMC was run by someone with deep pockets and a timeframe longer than the next quarter,” said the insider, who noted that Regal Entertainment Group, Cinemark Holdings and Carmike Cinemas would be inclined to match AMC’s upgrades.

Wanda, a private company with real estate, department stores and hotels that generates nearly $17 billion in annual revenue, has 86 theaters with 730 screens in China, while AMC has 346 theaters and 5,034 screens primarily in North America. The companies said AMC will be run by its existing team of executives, led by CEO Gerry Lopez, while its headquarters will remain in Kansas City. AMC employs 18,500 people and the transaction isn’t expected to impact headcount.
The Wanda-AMC transaction is the latest involving China’s embrace of Hollywood and vice-versa. With a population of 1.3 billion, the market is enormous, but Chinese officials only allow about 34 foreign films into the country each year, which has the major film studios jockeying for favorable treatment. Disney/Marvel, for example, said Iron Man 3 will be coproduced in China with DMG Entertainment while DreamWorks Animation has formed Oriental DreamWorks with three Chinese partners and News Corp. has invested in Beijing-based Bona Film Group.

How, or if, the Wanda-AMC transaction impacts these and other initiatives remains to be seen, but Jianlin has also disclosed that Wanda applied for a license to import movies into China, which only two other entities now hold, and he told reporters that he’d like to acquire a European exhibitor next.

Some say it’s wise not to read too much into Wanda’s acquisition of AMC. It’s simply expanding worldwide, not only in movie exhibition but in other areas, as well.

“Wanda’s parent company is – among other things – a large real estate developer, and the purchase of AMC gives them a window into the US market,” the film exhibition executive said. “Wanda has aspirations to be the largest exhibitor in the world, and this acquisition puts them closer to realizing this goal.”

“I don’t see a lot of crossover meaning for the industry as AMC has been available to be purchased for a while and there was no bidding war,” added Steve Birenberg of Northlake Capital Management.

“Wanda probably just sees a growth opportunity in film and a good cash-on-cash investment,” said Birenberg. “Add in Wanda getting some expertise in distribution, theater construction and theater management for a big opportunity to expand Chinese theaters and screens, and I think Wanda probably just sees it as a decent investment with a Chinese-growth kicker.”

China Buys Hollywood Influence with Takeover of Top U.S. Cinema Chain

A massive China-based conglomerate headed by a member of the nation’s ruling Communist Party announced last week the largest ever corporate takeover of an American firm by a Chinese company, sparking concerns among analysts about the tyrannical regime’s projection of “soft power.” For more than $2.5 billion, the Dalian Wanda Group agreed to purchase U.S.-based AMC Entertainment Holdings — one of the world’s top movie-theater chains — to create what will become the biggest cinema operator on earth after the merger.

Critics of the deal expressed alarm over the influence the deal is expected to give China’s totalitarian rulers within the U.S. and international film industry. As the second-largest movie-theater chain in America, Kansas City-based AMC owns or operates hundreds of cinemas in more than 30 U.S. states and at least five other nations. It is also the world’s largest operator of I-MAX and 3D screens.

As such, the firm wields a great deal of sway when it comes to what movies will be produced and shown. And for critics of the Chinese regime, the purchase signals a troubling trend. Some analysts worry that, among other problems, it may contribute to increasing fears among media and entertainment executives, resulting in even more self-censorship of the dictatorship’s crimes. Others expressed concerns about the potential spread of communist Chinese propaganda.

A re-make of the hit film Red Dawn that replaced Soviet troops invading America with communist Chinese invaders, for example, was put on hold last year when MGM got nervous — after the movie had already been filmed. The company decided to replace the marauding villains with communist North Koreans instead, presumably to avoid angering Beijing. And that was more than a year before the AMC takeover announcement.

With China’s latest acquisition, such situations will become far more prevalent, according to analysts. AMC theaters “will be powerful outlets for subtle propaganda,” noted Bob Hall for Economy in Crisis, a non-profit working to raise awareness about the ongoing destruction of America’s industrial base. Citing recent statements by Chinese “President” Hu Jintao, Hall also explained that the regime’s expanding state-controlled “cultural industry” would play an increasingly crucial role in social and economic development.

In purely economic terms, the AMC deal should be troubling to Americans as well, according to Hall. “The movie industry is one of our country’s most successful manufacturers and exporters — a true creator of wealth. Now China can control and eventually own it,” he wrote, saying the establishment press had largely missed the important points in the takeover story. “In any case, I would no sooner buy a Chinese movie ticket than I would any other Chinese product. For the sake of our country and the future of its children, please boycott AMC theaters.”

Most news reports so far have referred to Wanda as a “private company” run by billionaire Wang Jianlin, a former officer in the so-called “People’s Liberation Army” and a high-ranking member of the Chinese Communist Party (CCP). Jianlin, one of the richest men in China, even served as a deputy to the highly significant 17th National Congress of the Communist Party of China. And he is still active in the regime’s most important “advisory” body.

Despite Jianlin’s company being widely touted as “privately owned,” however, Bloomberg Businessweek reported that in reality, “Dalian Wanda Group Corporation Ltd. operates as a subsidiary of China National United Oil Corporation Co., Ltd.” That entity, known as “ChinaOil,” in turn, is owned and controlled directly by the communist regime through two other massive state companies — the China National Petroleum Corporation (CNPC) and Sinochem Corporation.

Of course, top Chinese propaganda officials celebrated the AMC deal, too. Meanwhile, according to the New York Times, much of the cash needed to complete the unprecedented takeover was provided by the Chinese dictatorship’s state-owned and -controlled megabanks, which have recently started to expand in the United States as well. In fact, earlier this month, the Federal Reserve actually approved the first ever takeover of an American bank by the communist regime.

The controversial central bank deals also gave a green light to other financial institutions owned and operated by the communist rulers in Beijing to expand their operations from Chicago to New York and California. And that is just the beginning of the regime’s expansion into the U.S. banking sector, according to analysts.

Similarly, the AMC purchase marks the start of what Wanda executives and Chinese officials hope will be an aggressive expansion into Western markets. “The deal is a concrete step forward by Wanda in implementing its internationalization strategy,” the company said in a press release about the takeover posted on its website. An article in the state-run propaganda outlet “People’s Daily,” meanwhile, touted aspirations of "exporting the culture" and the regime’s “Going Global” strategy.

“This acquisition will help make Wanda a truly global cinema owner, with theaters and technology that enhance the movie-going experience for audiences in the world's two largest movie markets,” Jianlin, the communist president of the company, said in apress release about the deal. “Wanda has a deep commitment to investing in the entertainment business and is already the largest in this sector in China, with more than US$1.6 billion invested in cultural and entertainment activities since 2005.”

For years, China’s enormous and powerful state-backed companies have been scouring the globe gobbling up natural resources — particularly in Africa and Latin America. But while that continues apace, the regime’s appetite is increasingly shifting toward Western businesses as well — and in just about every conceivable field, ranging from computers and technology to banks, agriculture, and automobiles. The dictatorship’s propaganda outlets including TV channels and newspapers are expanding abroad quickly, too.

The controversial movie theater deal must still be approved by government regulators, but virtually every analyst expects a green light soon. Both companies promised that the American managers of AMC would still be in charge of day-to-day operations — including the selection of films that will be played — and that headquarters will remain in Missouri. According to executives, there are no plans right now to show Communist Chinese propaganda pieces in American theaters.

Wanda vowed to inject around $500 million into AMC, which lost money for several years in a row until 2012, in an effort to restore consistent profitability. The Chinese company also took over AMC’s debts while allowing major U.S. firms like Bain Capital and JPMorgan to sell their ownership in the struggling enterprise. But with suspicion of the Chinese dictatorship’s tentacles growing stronger, and calls for boycotting AMC beginning to emerge already, the future of the formerly quintessential American business remains uncertain.

Similar Documents

Free Essay

Anti-Trust Claims

...overt control of market outcomes. The appropriate degree of governmental involvement for antitrust policy remains a contentious issue. Laissez faire and interventionist economic theories have competed for influence in antitrust decision making ever since the enactment of the Sherman Act of 1890. Antitrust laws were adopted by Congress to outlaw or restrict business practices considered to be monopolizing or which restrain interstate commerce. The Sherman Antitrust Act of 1890 declared every contract, combination or conspiracy in restraint of trade or commerce between states of foreign countries to be illegal. Clayton Antitrust Act of 1914, was amended by the Robinson-Patman Act of 1936, prohibits discrimination among customers through pricing and disallows mergers, acquisitions or takeovers of one firm by another if the effect will substantially lessen competition. The Antitrust Division of the United States Department of Justice enforces for the federal government, but private lawsuits to halt antitrust activities have become popular, particularly since attorneys fees are awarded to the winning party. This act is seen to be a legal specialty that has kept a few industries honest. The world’s largest media company and Microsoft, the biggest software maker, have squared off on several fronts in recent years. New York-based AOL Time Warner sued Redmond, Washington based Microsoft in January 2002. The lawsuit alleged that Microsoft used anticompetitive practices to ensure that its...

Words: 590 - Pages: 3

Premium Essay

Case Study- Disney

...report which analyzes Disney's business environment and strategy. 1. What external forces and industry conditions have had an impact on Disney's performance over the years? 2. How did the internal organization and culture at Disney influence its performance? 3. How has Disney strategically responded to its competitive environment and internal capabilities? You have been asked to present a five-minute overview of the root causes of Disney's governance issues. The content of this brief presentation should achieve the following goals. 4. Identify the causes and consequences of the Board of Directors' ineffectiveness. 5. Highlight other governance weaknesses that have made Disney vulnerable to managerial opportunism. To be prepared for the ensuing discussion, you'll also need to be familiar with the following items. 6. How have governance mechanisms at Disney been used in the past, and what was their effect? 7. What unprecedented maneuvers were made by Disney stakeholders to overcome internal governance weaknesses? During the discussion, you should be able to demonstrate an insightful look at Disney's situation, make recommendations for establishing effective governance practices, and support the need for governance mechanisms despite the appearance of performance success. STRATEGIC MANAGEMENT INPUTS AND ACTIONS 1. What external forces and industry conditions have had an impact on Disney's performance over the years?...

Words: 5558 - Pages: 23

Premium Essay

Case Notes - Dinsney

...prepare a background report which analyzes Disney's business environment and strategy. 1. What external forces and industry conditions have had an impact on Disney's performance over the years? 2. How did the internal organization and culture at Disney influence its performance? 3. How has Disney strategically responded to its competitive environment and internal capabilities? You have been asked to present a five-minute overview of the root causes of Disney's governance issues. The content of this brief presentation should achieve the following goals. 4. Identify the causes and consequences of the Board of Directors' ineffectiveness. 5. Highlight other governance weaknesses that have made Disney vulnerable to managerial opportunism. To be prepared for the ensuing discussion, you'll also need to be familiar with the following items. 6. How have governance mechanisms at Disney been used in the past, and what was their effect? 7. What unprecedented maneuvers were made by Disney stakeholders to overcome internal governance weaknesses? During the discussion, you should be able to demonstrate an insightful look at Disney's situation, make recommendations for establishing effective governance practices, and support the need for governance mechanisms despite the appearance of performance success. STRATEGIC MANAGEMENT INPUTS AND ACTIONS 1. What external forces and industry conditions have had an impact on Disney's performance over the years? The prevalence of television...

Words: 5634 - Pages: 23

Premium Essay

Baseball

...background report which analyzes Disney's business environment and strategy. 1. What external forces and industry conditions have had an impact on Disney's performance over the years? 2. How did the internal organization and culture at Disney influence its performance? 3. How has Disney strategically responded to its competitive environment and internal capabilities? You have been asked to present a five-minute overview of the root causes of Disney's governance issues. The content of this brief presentation should achieve the following goals. 4. Identify the causes and consequences of the Board of Directors' ineffectiveness. 5. Highlight other governance weaknesses that have made Disney vulnerable to managerial opportunism. To be prepared for the ensuing discussion, you'll also need to be familiar with the following items. 6. How have governance mechanisms at Disney been used in the past, and what was their effect? 7. What unprecedented maneuvers were made by Disney stakeholders to overcome internal governance weaknesses? During the discussion, you should be able to demonstrate an insightful look at Disney's situation, make recommendations for establishing effective governance practices, and support the need for governance mechanisms despite the appearance of performance success. STRATEGIC MANAGEMENT INPUTS AND ACTIONS 1. What external forces and industry conditions have had an impact on Disney's performance over the years? The...

Words: 5633 - Pages: 23

Premium Essay

Walt Disney 7s Model

...president and chief financial officer, to discuss Disney's prospects for the new year. These men were still basking in the glow generated by another record revenue- and profit-breaking year in Disney's history. Disney's businesses were performing at an unprecedented level, and confidence was high. The problem facing the trio who had engineered Disney's turnaround was how to maintain Disney's explosive growth rate and its return-on-investment goal of increasing earnings per share by 20 percent over any five-year period to achieve a 20 percent annual return on equity. Paradoxically, the very success of their strategy, which had originated to protect an underperforming Disney from the rampages of corporate raiders and the threat of takeover, was causing the opposite problem: how to maintain the company's explosive growth in a business environment where attractive opportunities for expansion were becoming increasingly scarce. The men were reflecting on how to develop a five-year plan that would cement the strategy that had led to their present enviable situation and make the 1990s the "Disney Decade." This case is intended to be used as a basis for class discussion rather than as an illustration of either effective or ineffective handling of the situation. This case was prepared by Gareth R. Jones,Texas A & Μ University. © Gareth R.Jones, 1990,1996. 1997. C364 DISNEY BEFORE EISNER When Walt Disney died in 1966, he left a company that was experiencing record...

Words: 10251 - Pages: 42

Premium Essay

Disney Theme Park to India

...of India shows an attractive prospect to Disney in terms of economic and technological development, the diversification of culture, and the acceptance of Disney products and services. Introduction: India with its rich and various cultural heritages is now on one of the top industrialized nations in the world. India being the seventh largest country in the world with the coverage area of 32,87,263 sq.km (Indian government, 2010 a). India is divided into 27 states and 7 union territories (Indian government, 2010 b). According to WHO (2011), the total population of India was 1,151,751,000 approximately. The Walt Disney Company was founded in 1923 by Walt Disney and the first Disney theme park was opened in California in the year 1955, ever since Disney theme park has expanded to encompass Disney Cruise Line, eight Disney Vacation Club reports, Adventures by Disney, and four more resort locations. This report will analyze the profitable venture of The Walt Disney Company to India through PESTEL, SWOT and further on this report will use Porters’ 5F and self-referencing criteria as a tool to analyze the possibility of achieving success in the Indian market and will discuss in the discussion section. Finally it will give a conclusion at the end. PESTEL Analysis Political Analysis Since the independence of India in 1947, India has generally...

Words: 3972 - Pages: 16

Premium Essay

Legalize It

...Legalization of Marijuana Derane Walton English 215 June 11, 2013 Victoria Stewart Legalization of Marijuana Can there be a show of hands how many people here have ever smoked Cannabis sativa, commonly known as marijuana? Well obviously no one would want to admit to a criminal activity in front of their teacher, but why is it that smoking pot is so taboo in our society? After all numerous famous intellectuals support marijuana. Al Gore is considered by many to be the leading figure in climate change awareness and environmental preservation, but few people know that Al Gore also supports the legalization of marijuana. The famed German philosopher Freidrich Nietzche once said, if one seeks relief from unbearable pressure one is to eat hashish. The founding father of our nation George Washington, said, “Make the most of the Indian hemp seed, and sow it everywhere”! (Stack exchange, 2013) Marijuana is one of the safest medicinal substances on the planet and is supported by many acclaimed celebrity role models. Famous Hollywood actor Johnny Depp says, I’m not a big pothead or anything like that but weed is much, much less dangerous than alcohol. Other well known supporters of marijuana include Snoop Dogg, all of the Marley family, Niel Young, Willie Nelson, Michael Phelps, Chris Farley, Al Gore, Andrew Jackson, Abraham Lincoln, Nietzche, Barack Obama, John Adams, James Madison, JFK, and of course myself. A total of 11 United States presidents grew, smoked, or supported the...

Words: 1645 - Pages: 7

Premium Essay

Engineer

...CASE STUDY I.2 Manchester United: still trying to establish a global brand Manchester United (abbreviated as ManUtd, www.manutd.com) has developed into one of the most famous and financially successful football clubs in the world, being recognized in virtually every country, even those with little interest in the sport. Real Madrid has displaced ManUtd from the pole position in Deloitte’s football money league. The list, which has been running for the last 9 years, identifies the top 20 clubs in terms of revenue. The top five in 2008 were: Real Madrid with 3365.8 million, Manchester United (3324.8 million), FC Barcelona (3308.8 million), Bayern Munich (3295.3 million) and Chelsea (3268.9 million) (Deloitte, 2009). Having won the Premier League and Champions League in 2007/08, United would have overtaken Real Madrid at the top of the Deloitte Football Money League had it not been for the depreciation of the pound. The top 20 clubs now generate more than three times the combined revenue of the clubs in the first Money League publication in 1996/97. The most valuable US sport teams, the National Football League’s Washington Redskins and baseball’s New York Yankees, are both worth somewhat more but more than any US sports team, ManUtd has built a global brand. Since the mass commercialization of football in 1992, Manchester United has unquestionably been the team to beat. In the past 16 seasons, it has collected 10 Premier League titles, four FA Cups and two Champion League trophies...

Words: 8610 - Pages: 35

Free Essay

New York City Taxation

... it would rank as the 12th largest in the U.S. with respect to population size. This would place it behind New Jersey with its 8.7 million residents and ahead of Virginia with its 7.9 million residents (3). The economy of New York City is the biggest regional economy in the United States and the second largest city economy in the world after Tokyo(4). Anchored by Wall Street, in Lower Manhattan, New York City is one of the world's two premier financial centers, alongside London(5) and is home to the New York Stock Exchange and NASDAQ, the world's largest stock exchanges by market capitalization and trading activity. New York is distinctive for its high concentrations of advanced service sector firms in fields such as law, accountancy, banking and management consultancy (6). The financial, insurance, health care, and real estate industries form the basis of New York's economy. The city is also the most important center for mass media, journalism and publishing in the United States, and is the preeminent arts center in the country. Creative industries such as new media, advertising, fashion, design and architecture account for a growing share of employment, with New York City possessing a strong competitive advantage in these industries (7). Manufacturing, although declining, remains consequential. Economy New York is a global hub of international business and commerce and is one of three "command centers" for the world...

Words: 3666 - Pages: 15

Premium Essay

Rolex Brand Audit

...Philanthropy 11 * Rolex Awards for Enterprise 11 Rolex Young Laureates Program 12 Mentors and Protégés 12 The Customer-Based Brand Equity Pyramid (CBBE) 12 Ambassadors and event 13 SWOT Analysis 14 Weaknesses 14 * Prisoner of its strategy 14 Difficulty to control the brand 14 Threats 14 * Counterfeiting: a threat to equity 14 Youth does not recognize the brand 14 Opportunities 14 * Diversification 14 Strengthen position in emerging markets 15 Building brand community 15 Associate youth with Rolex 15 Connect with Female Customers 15 Corporate Social Responsibility 15 Joint Venture to Support a Cause 16 Rolex iPhone App 16 Rolex Maritime Quarterly on ipad 16 Attacking the counterfeit industry 16 Future of Rolex 17 olex is best known as the premier producer of fine watches in the world. Recognized as an innovator in technology and marketing, the company is credited with establishing the widespread popularity of the wristwatch in the early 20th century. Rolex watches are prized for their precision timekeeping, durability, functionality, and distinctive design. Rolex's mystique as a closely held private company and its carefully cultivated image continue to strengthen the watch's desirability as a status symbol as well as a precision instrument. Based in Geneva, Switzerland, where the company...

Words: 4455 - Pages: 18

Premium Essay

The Walt Disney Company

...The Walt Disney Company Since its founding in 1923, The Walt Disney Company and its affiliated companies have remained faithful to their commitment to produce unparalleled entertainment experiences based on the rich legacy of quality creative content and exceptional storytelling. The Walt Disney Company, together with its subsidiaries and affiliates, is a leading diversified international family entertainment and media enterprise with four business segments: media networks, parks and resorts, studio entertainment and consumer products. Parks & Resorts Disney's Parks and Resorts is not just home to Disney's beloved characters but the place "Where Dreams Come True." The segment traces its roots to 1952, when Walt Disney formed what is today known as Walt Disney Imagineering to build Disneyland Park in Anaheim, California. Since then, Parks and Resorts has grown to encompass the world-class Disney Cruise Line, eight Disney Vacation Club resorts (with more than 100,000 members), Adventures by Disney (immersive Disney-guided travel around the world), and five resort locations (encompassing 11 theme parks, including some owned or co-owned by independent entities) on three continents: Disneyland Resort, Anaheim, California Walt Disney World Resort, Lake Buena Vista, Florida Tokyo Disney Resort, Urayasu, Chiba Disneyland Resort Paris, Marne La Valle, France Hong Kong Disneyland, Penny's Bay, Lantau Island Wherever the Guest experience takes place in our parks, on the high...

Words: 4148 - Pages: 17

Premium Essay

Strategy Case Studies

...S T R A T E G Y – II S T R A T E G Y – II S T R A T E G Y – II S T R A T E G Y – II S T R A T E G Y – II www.ibscdc.org 1 Transformation Corporate Transformation Korean Air: Chairman/CEO Yang-Ho Cho’s Radical Transformation A series of fatal accidents, coupled with operational inefficiencies snowballed Korean Air into troubled times. Then, at the beginning of the 21st century, its CEO/ Chairman, Yang-Ho Cho undertook various transformation initiatives - for instance, improving service quality and safety standards, technology integration, upgrading pilot training, better business focus; putting in place a professional management team, improving corporate image through sponsorship marketing, etc. He gave a new corporate direction in the form of '10,10,10' goal. However, Korean Air is held up by a slew of challenges. Among which are inefficiencies of - Chaebol system of management, possible clash of its cargo business with its own shipping company, limited focus on the domestic market and growing competition from LCCs. How would Korean Air manage growth as a family-owned conglomerate? The case offers enriching scope for analysing a family business’s turnaround strategies, with all the legacy costs involved. Pedagogical Objectives • To discuss the (operational) dynamics of Korean Chaebols - their influence/ effects on the country’s industrial sector and the economy as a whole • To analyse how family-owned businesses manage the transition phase - from a supplier-driven...

Words: 71150 - Pages: 285

Premium Essay

Pro Green

...Phelps, Chris Farley, Al Gore, Andrew Jackson, Abraham Lincoln, Nietzsche, Barack Obama, John Adams, James Madison, JFK, and of course myself. A total of 11 United States presidents either grew, smoked, or supported the legalization of Marijuana. With the support of some of the greatest thinkers and world leaders of all time it’s a wonder that marijuana is still illegal. “Government ties is really why the government lies” – Immortal Technique. Common Misconceptions about marijuana are set about by high end government officials who think only of themselves and own their prosperity. For instance few people know the history of weed and the means by which it was criminalized. Most have probably seen “Reefer Madness”, the ridiculous propaganda film set about by the U.S. government to discourage the use of marijuana. The movie debuted in 1936 making arbitrary claims, calling Cannabis “The devils weed”, and stating that weed is...

Words: 4426 - Pages: 18

Premium Essay

Mergers and Acquisitions Basics

...Mergers and Acquisitions Basics Mergers and Acquisitions Basics All You Need To Know Donald DePamphilis Amsterdam • Boston • Heidelberg • London New York • Oxford • Paris • San Diego San Francisco • Singapore • Sydney • Tokyo Academic Press is an imprint of Elsevier  Academic Press is an imprint of Elsevier 30 Corporate Drive, Suite 400, Burlington, MA 01803, USA Elsevier, The Boulevard, Langford Lane, Kidlington, Oxford, OX5 1GB, UK Copyright © 2011 Elsevier Inc. All rights reserved No part of this publication may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopying, recording, or any information storage and retrieval system, without permission in writing from the publisher. Details on how to seek permission, further information about the Publisher’s permissions policies and our arrangements with organizations such as the Copyright Clearance Center and the Copyright Licensing Agency, can be found at our website: www.elsevier.com/permissions. This book and the individual contributions contained in it are protected under copyright by the Publisher (other than as may be noted herein). Notices Knowledge and best practice in this field are constantly changing. As new research and experience broaden our understanding, changes in research methods, professional practices, or medical treatment may become necessary. Practitioners and researchers must always rely on their own experience and knowledge...

Words: 105288 - Pages: 422

Premium Essay

The Firm and Its Environment

...CHAPTER 3 The Competitive Environment Learning Objectives Upon completing this chapter, you should be able to: Identify the structural characteristics of the environment faced by the firm and how these drivers influence both competition and value creation Choose the appropriate level of specificity in environmental analysis, depending on the locus of the decision-making group Predict how changes occurring in the environment might influence future competition and value creation Incorporate understanding of environmental changes into the development of strategy Consider options for influencing changes in the firm’s environment so as to improve future value creation Analyze customers and competitors to develop a competitive advantage and strategy Appreciate that strategy is realized in the future: decisions are made now but their realization occurs in the future In late 2000, GE proposed to take over Honeywell. Both these firms are U.S.-based, and the value of the merger was $USB42. But a merger between two such large firms has global implications and ramifications. Although the U.S. Federal Trade Commission (FTC) had approved the merger, the European Union (EU) decided to oppose it on the grounds that it had the potential to reduce competition in Europe. Its concern was that GE’s strong position in the manufacture of jet engines and its ability to offer finance, if added to Honeywell’s aviation electronic business, would allow the merged entity to bundle their products together...

Words: 16181 - Pages: 65