...Business-Level and Corporate-Level Strategies Christie Jones Christopher Zapalski Business Admin. Capstone 5-15-15 I am going to be discussing about corporate and business level strategies for C Company. The paper will also talk about valuing the organization, long-term success, differences in fast and slow cycle. C company was an organization in which they gather, valid, electronic data, automat collections, and retrieval system. The company develop and design, personal computer, electronics and software. They have had success and continue to do so. The business strategy for the company is cost leadership. They want to have success and ensure the competitiveness. C company has a competitive edge with products and prices. They also care about the business – level strategy by success, cost efficiency, and sustainability make this company part of who they are. Differentiation is another business-level strategy. They try and provide different characterizations and features for their products. They would make it low cost while still having high quality products. This all can be done with teho features, image, products reviews and features of the products etc, Theses business-level strategies would help have service, quality of control with production, cost of sales, develop and research, and a place where they could advance the arts that go into the products if you know what I mean. You need business level as well as corporate-level strategy for...
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...Mergers and Acquisitions are sometimes not as successful as the companies would like. The examples that were used in the article were Time Warner and AOL, and Daimier-Chrysler. And all of these mergers were analyzed and all were found to be lacking in the initial management decision and the ultimate decision to merge. The author looks further into mergers themselves and makes the first point that active boards are critical. He describes them as having strategic oversight, accountability, and senior-level staffing and evaluation. However, this article focuses on strategic oversight. The first example he uses was the Enron failure. He analyzed the case and realized that the board had relied far too much on the analysis of the CEO at the time, Kenneth Lay. He goes on to say that the rest of the board placed an excessive amount of trust and that too much trust can be misplaced. Further analysis showed that the votes were almost always unanimous and debates about the answers were very minimal. He goes on to say that boards cannot be passive in decision making because if they are, they are incredibly weak in oversight because going along with the CEO isn’t was governance is supposed to be. The second point the author goes on to make is that independent contrary opinions are necessary. The author goes on to say that in order for it to work, the merger itself must be challenged. Continually, he describes how to get and use independent contrary opinions. Thirdly, the author describes...
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...Running head: HR'S ROLE IN MERGERS Human Resources Role in Mergers and Acquisitions Carole D. Kindt University of Phoenix HCS 427 Human Resources: Principles and Practice in Health Care Tracie Mileski October 19, 2007 Human Resources Role in Mergers and Acquisitions Merger and acquisition is the general term that describes two companies joining to form one larger company (Mergers and Acquisitions (M&A), 2007). Mergers and Acquisitions and corporate restructuring are large parts of the business world. Some of these transactions are friendly and some not so friendly (Mergers and Acquisitions (M&A), 2007). In either case HR should be involved from the beginning of the merger process rather than calling on them post-merger to begin managing the merger at that point (Lindquist, 2007). HR is uniquely qualified to provide the business acumen, analytical skills, and close collaboration with mangers that is needed to handle the organizational and people issues that a merger raises (Lindquist, 2007). When two companies decide to merge they go through a process called due diligence, this process can take anywhere from months to a year, with the average being about 3 months (no author, 2005). HR professionals are valuable partners when they are utilized during due diligence. Due diligence allows the two companies to provide all the documents concerning their organizations, these documents include compensation rates, bargaining agreements, employment contracts and...
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...TOPIC : MERGERS AND ACQUISITIONS ARTICLE REVIEWED: Determinants of Cross-Border Merger & Acquisition Performance of Chinese Enterprises AUTHORS: Wu Changqi Professor, Peking University Xie Ningling Assistant Analyst, Sun Hung Kai Properties Ltd JOURNAL: Procedia Social and Behavioural Sciences 2 pg 6896-6905 PUBLISHED YEAR: 2010 INTRODUCTION The rapid economic growth of China since the past thirty years as enabled large numbers of Chinese enterprises to grow and gain competiveness. One of their sources of growth is through international expansion which is achieve by acquiring existing businesses abroad which is known as cross-border mergers and acquisitions (M&A). Cross –border mergers and acquisitions by Chinese firms has increased steadily up to US$ 8.139 billion between 1988 to 2003 with $216 million averagely each year, most of which occurred after 1997. Some of the Chinese enterprises that involve in cross- border M&A are Shanghai Electric Group which purchased Japanese printing machine manufacturer in 2002, TCL acquiring Schneider in Germany in 2003 and Lenovo purchased PC business of IBM in 2004. KEY WORDS Cross- border – is an activity that took place between country to country Mergers and Acquisitions (M&A) - is an aspect of corporate strategy, corporate finance and management dealing with the buying, selling, dividing...
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...Baker Hughes: Brief Overview: World’s second largest fracking company (Seeking Alpha) Formed as a corporation in April 1987 by the merger of Baker International Corp and Hughes Tools Company Operate in 80 countries (10-k) 59400 employees (10-k) 45% of revenues generated in US, 55% generated in North America (Hoovers) Customers: larger integrated oil & gas companies- US companies, international independent companies, and national or state-owned companies Segments: Drilling and Evaluations, Completion and Production, Industrial Services and Other (provide products and services to downstream chemicals and process & pipeline industries) (10-K) Key Resources and Capabilities: Sales organizations- market its own products within the four geographic areas Provide service for products through stock point and service centers located in areas of drilling and production activities throughout the world (10-k) Placed managment close to customers to facilitate strong customer relationships and quick reactions to local market condutions and customer needs (10-K) Remote operation centers allow for the interpretation of data in the field to help customer's "steer" as drilling well (Youtube interview with Derek Mathieson) New advances: sand control for deepwater markets, MWD, LWD (EPMag Interview) Acquired BJ services Greatest competitive advantage in drill bits, packers and downhole motors Reputation for quality downhole tools and equipment (Seeking alpha) FracPoint...
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...| NEW ENTRANTS - Barriers to entry LOW – PROFIT HIGH | | Checklist questions | | Is the industry large enough to be attractive to new entrants | | Are economies of scale needed to be cometitive in the industry | How much capital investment is required to set up | How easy/ hard will it be for new entrants to get distribution for products/Services | What Government policy restrictions are there | How onerous is compliance with the industry | How strong are the brands in the industry | How easy/ Hard is it for customers to switch their business between competitors in the industry | | | POWER OF SUPPLIERS - (Manufacturer of the parts) Power of the supplier LOW – PROFIT HIGH | | What is the number and concentration of suppliers | How inportant are specific suppliers inputs | how likely are suppliers to forward intergrate | how easily can organisations in the industry switch suppliers | what is the proportion of the cost of the suppliers products relative to the total cost of the industry product or service | Is information about the suppliers product easily avaliable | how profitable are the suppliers? | | | POWER OF BUYERS -STRONG | | How concentrated are the buyers in the industry? Is distribution controlled by a few important outlets | Are there alternative channels of distribution | what impact does the product or service being purchased by the buyer have on their business? | How likely are buyers to backwards...
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...Company Spirit. (About SouthWest). I believe by striving to do so and keeping their customers Southwest has able to maintain its dominance in the airline industry. In fact in 2015 per Forbes Magazine Southwest was ranked 7 in the World’s Most Admired company list (Southwest Airlines 2015). Furthermore, Southwest always manages to bag the top most rank for Customer service by the US Department of Transportation. In May 2011, Southwest completed the acquisition of AirTran Holdings Inc. as a result of this acquisition of Southwest was able to further increase its ability to spread more low fares to more consumers, it experienced a significant domestic network expansion, this merger in 2011, then rivaled the world’s biggest airline United/Continental in its passenger carrying capacity. (AirTran- Acquistion, 2011). Southwest operates more than 3,600 flights a day, serving 95 destinations across the United States and six additional countries. Southwest service to Belize City, Belize, begins in October 2015, and Liberia, Costa Rica, in November 2015, Southwest is committed to...
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...exchange becomes secondary market Financial securities/instrumentswhich is uniform coomon denomination or common issues same features eg every debenture 10 rs face value eg fd is not a security .security can be listed(in order to be listed it has to be uniform one common feature in all ) and traded(buying and selling) in stock market () Eg Preference shraes ,equity shares .plain borrowing and lending of money from institutions like bank Methods of fund raising ipo(initial public offer) ist time company goes to market that is not listed and now wants to get listed on a stock exchange for visibility and reputation and brand image,access to a lot of funds from capital market.eg justdial did well ,fpo(follow on public offer primarily acquistions ) gdr it helps yu raise foreign currencies where economy is trong secondaly it helps you getting visibility and being noticed in international markets, QIP qualified...
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...Prepare response to Problems 1–4 (Ch. 22) of Financial management: Principles and applications . (22-1. What additional factors are encountered in international as compared with domesticfinancial management? Discuss each briefly.) See Above Questions... Select a Virtual Organization using the student website. Assume your organization is privately held, wants to expand operations, and is faced with three options for expansion: • Going public through an IPO • Acquiring another organization in the same industry • Merging with another organization Prepare a 1,050- to 1,400-word paper in which you compare and contrast options and make a recommendation about which strategy the organization must choose. Address: • Strengths of each approach- • Weaknesses of each approach - minimum of 350 words 22-1. What additional factors are encountered in international as compared with domestic financial management? Discuss each briefly.- 22-2. What different types of businesses operate in the international environment? Why are the techniques and strategies available to these firms different?- 22-3. What is meant by arbitrage profits?- 22-4. What are the markets and mechanics involved in generating (a) simple arbitrage profits, and (b) triangular arbitrage profits?- 22-1 When comparing the Domestic Financial Management with International Financial Management, the most important factor is Exchange Rate. Exchange rate arises between a domestic company (DC)...
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...course timetable. Course Subject and Goal The focus of this course is the law of mergers and acquisitions and alternatives to mergers. We will analyze how mergers and acquisitions are structured and why particular deals create value for firms. The course will examine the various techniques and deal terms that have profound effects on both parties and the outcome of the transaction. The course will include actual transactions as well as drafting exercises. We will focus on the barriers to optimal structuring and techniques for eliminating drafting problems. Emphasis will be given to understanding the legal responsibilities of the buyer and seller, as well as the financial, tax and regulatory treatment of the deal, the techniques for putting the deal together, corporate acquisition agreements and the securities and governance issues that arise in deals involving publicly listed and private companies. The course will encourage students to become familiar with the techniques used in corporate acquisitions and related transactions. Materials The readings will be posted on Blackboard. Case studies can be purchased directly from the publisher. Course Book Sherman, Andrew and Hart, Milledge A. Mergers and Acquisitions: From A to Z (Second/Third Edition) AMACOM (available in University Library and Business Law Department) Recommended Sudarsanam, Sudi, Creating Value From Mergers and Acquisitions, (Second Edition) Prentice Hall (available in University Library and...
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...Word Module Page Strategy definition 1 Strategy evolution 1 Carl von Clausewitz 1 Adam smith 1 insivible hand 1 Competitive strategy 1 19; 20 Mintzberg 1 day-to-day operations vs strategy 1 Operationnal effectiveness vs strategic positioning1 Productivity frontier 1 mission, company 1 vision company 1 Strategic planning process 1 Leadership vs management 1 management vs leadership 1 Leadership definition 1 ethics and leadership 1 leadership and ethics 1 Friedman, 1 neoclassical economy 1 Sociioeconomic view of ethics 1 Stratetgy approaches 1 Appraoches to strategy 1 Rational approach, strategy 1 Ansoff 1 Processual approach 1 Loigcal incrementalism 1 planning vs crafting 1 crafting vs planning 1 Rational approach vs processual 1 evolutionary approach 1 Systemic approach 1 Startegic thinking 1 Strategic thinks vs planning 1 Startegic planning vs thinking 1 thinking vs planning 1 planning vs thinking 1 Fit vs stretch 1 Stretch vs fit 1 Levels of strategy 1 strategy level 1 Corporate strategy 1 Business strategy 1 functional strategy 1 global context of business 1 globalisation drivers 1 Competitive forces 1 technological forces 1 social forces 1 political forces 1 Globalisation challenges 1 Competition 1 distribution 1 macro-economic 1 socio-economic 1 financial 1 legal 1 Physical 1 Political 1 sociocultural 1 labour 1 technological forces 1 Globalisation...
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...Cooper Industries’ Corporate Strategy I. Situation of the company Cooper Industries was the manufacturing company have the three group of business. The three group business are Electrical & Electronic, commercial & industrial, and compression & drilling. All this group had created growth in term of revenue by doing acquisition. Initially, Cooper was the recognized leader in pipeline compression equipment. However, the company had developed production expertise and had built a reputation for customer service in the natural gas industry as well as extracted gas from underground wells. Electrical and Electronic. The E & E segment was Cooper’s largest in 1988, generating one-half of corporate sales and 57% of operating profits. Cooper had entered this segment with the 1981 purchase of Crouse-hinds. By 1988, E&E had four sub-segments, each representing quite diverse business, but all focused on the mature North American market that accounted for over 90 percent of segment sales. Commercial and industrial. In the commercial and industrial segmen Cooper participated in the non-powered handtool and window treatment business, and in the automotive aftermarket. In the Tool group, consolidation of acquisitions was completed and new manufacturing of acquisitions was completed and new manufacturing facilities constructed by 1988, and the company held the preeminent market position in most of its tool lines. Compression, drilling and energy equipment Compression and drilling...
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...Using one specific company that you are familiar, examine the actual and potential impacts of globalisation on that company. Explain the reasoning behind the points you make. Evaluate possible strategies going forward which the company might use to respond to the impacts you have identified. 1. INTRODUCTION Globalisation is a word that is frequently being used by everyone, from politicians to businessmen and is often referred to closely united economies worldwide, with products, people and money moving easily; in greater volume and value throughout the world. It can be defined as “the process of transformation of local phenomena into global ones. It can be described as the process by which the people of the world are unified into a single society and function together. This process is a combination of economic, technological, sociocultural and political forces.” (Wall, Minocha and Rees, 2010, pg 14) Under the economist’s view point, globalisation focuses on: - • Growth of international trade • Increase in international capital flows • The developing control of multi-national company’s (MNCs) into the domestic and global markets Globalisation is not new, but is “a product of the industrial revolution. Britain grew rich in the 19th century as the first global economic superpower,” (BBC, 2011) due to its greater manufacturing technology and improved global communications such as steamships and railroads. However the possibility speed and scale of globalisation...
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...DEFINITION OF MERGER * The definition of merger in general and in finance can be stated as follows: In General, "Merger is an absorption of one or more companies by a single existing company." In Finance, "Merger is an act or process of purchasing equity shares (ownership shares) of one or more companies by a single existing company." * The combination of one or more corporations, LLCs, or other business entities into a single business entity; the joining of two or more companies to achieve greater efficiencies of scale and productivity. * The combining of two or more companies, generally by offering the stockholders of one company securities in the acquiring company in exchange for the surrender of their stock. MEANING OF MERGER Before we understand, What is Merger? First, let's find out the simple meaning of an acquiring company and acquired companies. Acquiring company is a single existing company that purchases the majority of equity shares of one or more companies. Acquired companies are those companies that surrender the majority of their equity shares to an acquiring company. Merger is a technique of business growth. It is not treated as a business combination. Merger is done on a permanent basis. Generally, it is done between two companies. However, it can also be done among more than two companies. During merger, an acquiring company and acquired companies come together to decide and execute a merger agreement between them. After merger, acquiring...
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...Godrej Group Introduction about the Company: Godrej Group Type of the Company: Private Industry: Conglomerate Founded: 1897 Founders: Ardeshir Godrej Pirojsha Godrej Headquarters: Mumbai, Maharashthra, India Area served: Worldwide Key People: Adi Godrej (Chairman) Products: Real Estate, FMCG, Industrial Engineering, Electronic Appliances, Furniture, Security and Agri-care Revenue: Rs 1833 crore Employees: More than 18000 Subsidiaries: GCPL, Godrej Infotech Ltd, Godrej Industries Ltd, Godrej Properties, Godrej Agrovet Website: www.godrej.com Introduction to Corporate: Godrej Group consists of 2 corporate entities: 1. Godrej Consumer Products 2. Godrej Industries Godrej Industries Ltd. (GIL) is India’s leading manufacturer of oleo-chemicals and makes more than a hundred chemicals for use in over two dozen industries. It also has a major presence in food products such as refined oil and tetra pack fruit beverages. Besides, it operates businesses in medical diagnostics and real estate. Besides its three businesses, Godrej Industries also runs 4 divisions- Corporate Finance, Corporate HR, Corporate Audit and Assurance and Research & Development- which operate on behalf of the entire Godrej Group. GIL has built a strong manufacturing base capable of delivering international quality products at competitive prices. It operates two plants, one at Valia in the Indian state of Gujarat and a second at Vikhroli in suburban Mumbai. The company’s...
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