...The Importance of the Organizational Behavior in a Merger and Acquisition Process: Study case of an International Company in Brazil Ana Cristina Limongi-França - Universidade de São Paulo Heidy Rodriguez Ramos - Universidade de São Paulo Daniella Silva da Conceição - Universidade de São Paulo ABSTRACT The 90’s decade is known by the large number of the merger and acquisitions. It happens mainly by the rising of the improvement of competition among companies. The merger and acquisition process of the Coca-Cola FEMSA were studied in this paper. The accomplishment of this field study was done from an exploratory research among the last-year business students, deep interviews and documental analysis. The result analysis was done according a methodology of cultural analysis, built on the following criteria: Market, Management and Competencies. Hence, research data confirm the importance of the organizational culture on a merger and acquisitions process. 1 1 INTRODUCTION Mergers and acquisitions are part of the capitalism history. The ninety decade was marked by the rising of this process, as a consequence of a higher competition level. In Brazil this period was marked by the economy deregulation made during the governments of the ninety decade and also by the opening of its market to imported goods. The companies who entered Brazilian market realized they could grow up fast because the competition among companies was short and the goods were obsolete. To survive at...
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...researched the company’s cultural profile and the most important aspects of this culture, and it suggested recommendations on which to base its strategic plan. The Barros & Prates model was used as a reference. This model proposes nine cultural traits that are present in the Pakistani business environment: Power Concentration, Personalism, Paternalism, Expectant Posture, Formalism, Impunity, Personal Loyalty, Conflict Avoidance and Flexibility. The method used was quantitative via the development and application of a closed instrument Liker type (attitudinal scale) involving the nine Barros & Prates cultural traits. The instrument was validated in terms of items and reliability. Means and correlation coefficients were used as statistics to analyze the data. The analyses were based on 27 statements encompassing the nine cultural traits, and they were answered by 30 executives who make up the company’s board of directors. The results showed a preponderance of the flexibility trait. Power concentration and personalism hawed average preponderance. The least evident traits were Personal Loyalty, Impunity, Expectant Posture, Formalism, and Conflict Avoidance. 1. INTRODUCTION One of the broadest studies on organizational culture in the world was carried out at the end of the 1970s. The ILO (International Labor Office), headquartered in Geneva, asked Professor Hofstede and a group of experts to carry out a study on work-related cultural differences in over 50 countries throughout...
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...Pizza Hut History The Pizza Hut story began in 1958 in Wichita, Kansas where two brothers, Danny and Frank Caney, opened their first restaurant. Within one year, they franchised their first unit. In 1968, the company entered the international market with a store in Canada. The following year stores opened in Australia, Mexico and Germany. In 1977, Pepsico, leader in the snack and beverage industry acquired Pizza Hut, initiating its entrance into the restaurant industry. At that point in time, Pizza Hut consisted of approximately 3,200 units (Tricon website 2001). By 1989, Pizza Hut had stores in fifty four countries and in the same year the company opened its first location in the state of São Paulo, Brazil. The parent company Pepsico grew later with the acquisition of Taco Bell and KFC, each brand expanding through the development of company-owned units and franchises throughout the world. In an effort to sharpen Pepsico’s focus, in 1997, it announced a plan to separate the company’s packaged goods and restaurant businesses. The new company was named Tricon Global Restaurants, and upon its formation became the world’s largest restaurant company in terms of units, and second in the world in terms of sales (Pepsico websitepress releases). The Tricon corporate philosophy promotes “A passion for putting a ‘YUM’ on people’s faces around the world… that special eating experience that makes you smile and creates lifelong customers” (Tricon website 2001). For all...
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.... | Country Analysis | Brazil | | . | [Pick the date] | AHMEDABAD MANAGEMENT ASSOCIATION | Submitted to Prepared by Dr.P.V.Desai Sagar Sakariya CONTENT Introduction | | Brazil annual report: Economic Indicator | | Government and Politics | | Foreign Relations | | States and Municipality | | Geography | | Climate | | Component and Energy | | Transport | | Demography | | Main Drivers for Doing business in Brazil | | Mani Challenges of Doing Business in Brazil | | Summary of Indicator- Doing business in Brazil | | List of Procedure | | PESTLE | | Political * Political system * Change in government * Lula administration focus area * Law | | Economic * Economy of Brazil * Industrial output * Key industries * FDI | | Sociological * Culture * Language * General attitude * Personal appearance | | Technological * Technology research * Information technology * R & D * Technology policy of Brazil * Brazilian industry and Technology | | Legal * Legal system of Brazil * Municipality * Court and justice | | Environment * National * The Future | | Introduction Brazil is the largest and most powerful country in South America and has become one of the world's most...
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...You chose to study in the United Kingdom. You are beginning to think about what your options are after graduation. Building on an excellent international education you are returning to your home country, Brazil. You stand at the beginning of an exciting career, but what are the steps you need to take in order to find a suitable job, and where do you find the information you need? This careers profile provides you with practical advice about returning to work in Brazil to help you make a successful start in your career in the Brazilian labour market. Included are key facts about current trends and jobs in Brazilian industry, advice about seeking employment in Brazil, hints and tips for making a successful application, and helpful information sources. Country profile Benefits Main routes to employment Where will your career take you? Current career prospects Where to find more information Appendix 1: sample CV Country profile In the past two decades Brazil’s economy has seen a growth spurt, with an average growth of GDP of 4.5% between 2004 and 2007. Before the credit crunch which affected the global economy in 2008 – 2009, an estimated average GDP growth for 2008 to 2010 had been predicted at 5%. For 2010, the finance minister of Brazil has predicted the GDP growth to be 5.2%. This shows that the Brazilian economy is still one of the fastest growing economies of the world, together with the other BRIC countries: (Russia, India and China), of which India...
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...Race: The Cultural and Political Power of an Illusion in Latin America Race has been the most arguable and controversial subject in Latin American history. Since 16th century it has created a great deal of prejudice among Latin American people, it has been referred, as biological characteristics later modified to a social statue such are education, wealth and language. It has been under a heavy influence of cultural and political power where people were classified from their biological characteristics to their wealth. Through the time race has become the main tool for state creation and regulation. Race has become a status, which has structured and organized the nation but the term “race” has never itself been stable. In today’s Latin America modern theory of “race” has meaning of a political power, status and regulation, it’s a states way of monitoring and controlling of the heterogeneous nation. Race gradually has become a political cultural and economic power for Latin American state. In this paper I will argue about the idea that race in Latin America gradually has became just an illusion, a tool by which people were controlled structured and manipulated. Various articles will be presented to support and illustrate the transformation of the word “race “ and its cultural and political influence on Latin America. I will talk about the colonial to republic period idea of “race “ In Latin America and how the meaning of the word was manipulated. I will discuss the colonial...
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...Victor de la Paz Richarte Martinez, Ana Cristina Limongi França Resumo O objetivo deste trabalho é analisar as estratégias de socialização na inclusão e permanência de pessoas com deficiência empregadas como cotistas sob a lei 8213/91. Desta forma, estudam-se as contribuições de Van Maanen (1989) sobre socialização e no que tange à diversidade, faz-se um retrospecto de impactos da diversidade nas organizações sob a ótica de diversos autores, com destaque à Cox (2001) e Golembiewski (1995). A partir dos modelos conceituais destes estudos realizou-se o estudo de campo com 21 profissionais da Vicunha S.A, empresa do segmento têxtil, nas unidades São Manuel e São Paulo. O levantamento de campo teve um desenho de verticalidade hierárquica da gestão. O CEO e a Gerente de Recursos Humanos da Unidade Central fizeram parte da amostra. Na unidade São Manuel a amostra foi composta de onze Pessoas com deficiência, cinco Gestores diretos, a Consultora de RH e o Gerente geral da unidade. Os instrumentos de coleta de dados primários foram: entrevistas semi-estruturadas individuais, grupais e grupos focais. A interpretação dos dados se deu por meio da análise de conteúdo categorial (Bardin, 1977). Os achados de pesquisa apontam relatos da importância da atenção aos processos de socialização para a eficácia da gestão da diversidade. Pode-se concluir que a estratégia informal/coletiva foi o conteúdo mais revelado neste estudo, que embora não possa ser generalizado, indica provável desconhecimento...
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...LOCATION AND PEOPLE ATTRACTIVENESS FOR OUTSOURCING Offshoring, when a company conducts activities outside its country of origin, took off in the late 1990s, and was mainly driven by an increased need for large-scale IT operations. Currently, many large companies have large parts of their service operations offshore, and analysts expect that midsize and small companies will follow. For hosting countries, attracting offshore activities is an important manner of boosting its economy, attracting know-how and building skills. As a result, countries are continuously trying to entice companies to offshore production to their premises. LOCATION ATTRACTIVENESS | | PEOPLE ATTRACTIVENESS | | INFRASTRUCTURE | HIGH | QUALITY OF POEPLE | MEDIUM | COUNTRY RISK | MEDIUM | COST OF HIRING PEOPLE | MEDIUM | TIME ZONE ATTRACTIVENESS | HIGH | TYPE OF SKILLS | LOW | | | ENGLISH PROFICIENCY | MEDIUM | TOTAL | HIGH | | LOW | Global Services Location Index The ‘Global Services Location Index’ (GSLI) 2014 by A.T. Kearney is the sixth edition of the report in which the consulting firm examines the offshoring landscape in 51* countries around the globe, and ranks the top destinations for global offshoring. To come to this ranking, three main categories were researched; financial attractiveness, people skills and availability, and business environment. The weight given to these metrics is based on their importance to the location decision. ‘Financial factors’ constitute for 40% of...
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...Management of Organizations in Brazil Brazil belongs to BRIC, which is a grouping acronym that refers to the countries of Brazil, Russia, India and China, which are all deemed to be at a similar stage of newly advanced economic development. According to Goldman Sachs, since the four BRIC countries are developing rapidly, by 2050 their combined economies could eclipse the combined economies of the current richest countries of the world. These four countries, combined, currently account for more than a quarter of the world's land area and more than 40% of the world’s population. Brazil is one of the countries, which are among the biggest and fastest growing emerging markets. It is now the 6th largest economy in the world after United States, China, Japan, Germany and France. This fast development is also accompanied by socio-economic changes, and more particularly to an evolution of social classes. Does Brazil really become a sustainable middle-class country? In order to answer to this problematic question, we are going to explain why the Brazilian middle-class can be qualified with the adjective « new », why it differs from middle-class existing in others developed countries and why there are some risks class C setbacks. Then, we are going to demonstrate, according to the definition of « middle-class », that Brazil owns every characteristics which allow to qualify her as a sustainable middle-class country. One of the most impressive results of Brazil's...
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...Sul, had been selected as site for plant location. Determined to win high technology investment in the state Antonio Britto of Partido do Movimento Democratico Brasileiro offered best investment alternatives to Dell. But appointment of Olivio Dutra as new governor of Rio Grande do Sul foiled all the plans.Olivio Dutra was against governments granting of incentives to foreign transnational corporations. This is one of his objections against Antonio Britto’s government in his campaign for the post of governor. So the first thing he was supposed to do when he became the governor of Rio Grande do Sul was to rescind all benefits given to transnational corporations. The states available where Dell Computer Corporation could shift base were São Paulo, Rio de Janeiro, Minas Gerais etc.If Dell Computer Corporation shifted base it will do something which Ford had done in...
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...Transmittal Letter December 4, 2010 Tumi Luggage in Brazil: A Feasibility Study Tumi Luggage is a very popular , high end, luxurious product. With its success in the US, in some parts of Europe and Asia, it is with best interest to research the feasibility in expanding its operations i nto the beautiful and lucrative country of Brazil. Feasibility and Marketing Plan: Tumi Luggage in Brazil Dr. Judy Strauss Associate Professor of Marketing University of Nevada, Reno Reno, Nevada 89557 Dear Dr. Strauss: We are pleased to present you with Bulletproof’s Feasibility and Marketing Plan for Tumi Luggage in the beautiful and lucrative country of Brazil. This plan will assist you in gaining valuable insight into the opportunity available for Tumi Luggage in Brazil. This plan is the result of an extensive research utilizing both primary and secondary findings. The suggestions proposed are carefully correlated with the market opportunities that are currently present in Brazil. The plan has been constructed in three different sections: (1) analysis of the potential market in Brazil, (2) the technical, financial and organizational elements that should be considered when entering the Brazilian market and (3) a marketing plan, if implemented, could create an overall increase in brand recognition, Tumi’s profitability and overall global market share. It is with confidence that the recommendations contained in this plan will cultivate excellent opportunities for Tumi Luggage, and...
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...2014 TIAS SCHOOL FOR BUSINESS AND SOCIETY Mariana Simões Foschetti [BRAZILIAN NEGOTIATING STYLE: CULTURAL TRAITS WITHIN] ABSTRACT The opening of borders to international trade transformed the forms of trading, whether in domestic or foreign markets, however, to internationally negotiate it is essential to take into account the cultural aspects of all parts involved in the process. It is notable that culture plays a crucial role in all negotiation process, such as to determine its triumph or fiasco. This paper aims to relate the general cultural aspects of the Brazilian people, how these characteristics influence their behavior during the international trading process and how to generally deal with them as the other party in negotiations. 1. INTRODUCTION In this era of globalization, there is an inordinate necessity to comprehend how culture effects negotiations among parties in diverse areas of the world. Culture deeply influences how people communicate, think and behave. Prosperous cross-cultural negotiations require a perception of the negotiation style of those involved in the process, and the approval and respect of their cultural dogmas and rules. As mentioned, it is unquestionable that culture profoundly influences how people think, communicate and behave (Faure, 1999), thus guiding the type of transactions made and how they are traded. Cultural differences between the negotiators can create barriers that prevent or hinder the development of negotiations. Therefore...
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...Cultural Aspects of Doing Business in Brazil When doing business in global environment, being aware of impact of cultural differences is one of the keys to international business success. Since cultural differences will affect you and your business success directly. Accordingly, knowing the cultural differences between target country where to startup business and home country is a significance factor to sustain the business. Here are some facts about Brazilian Cultures’ components. Brazil’s official name is Federative Republic of Brazil but even its citizens do not prefer using whole name. According to last research the population is roughly 200 million and estimated to be growing at about 1.6 percent per year. Young population has a significance share over population. Since 62% of Brazilians are under 29 years of age. Brazil has six climatic regions: tropical rainforest, tropical wet and dry, tropical monsoon, hot semiarid, humid subtropical and subtropical highland. Although most of Brazil lies in the tropics, more than 60 percent of the populations live in areas which are cooled either by altitude, sea winds or polar fronts. While the coastal cities of Rio de Janeiro, Recife and Salvador can get extremely hot, plateau cities such as São Paulo, Brasília and Belo Horizonte have mild climates, and the southern cities of Porto Alegre and Curitiba have mild winters. It is extremely important to know for foreign businessman because climate is as important as culture. For example...
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...International Business Assignment 3 1. What is the staffing policy that Lenovo is pursuing? K. Toufarova Lenovo hires the very best people (with required skills and capabilities) regardless of their nationality Lenovo creates a workplace where employees achieve their greatest potential Lenovo’s HR/personnel is the global workforce that is capable of going head-to-head with its competitors in the battle for dominance the global PC business. Thanks to the diversity of its workforce, Lenovo is able exceed market expectations Lenovo strives to attract, retain and develop its workforce Its employees must have skills and capabilities required for working in a global enterprise Fair share of women in management positions Lenovo engage same amount of Chinese and same amount of Americans in its top management team 2. What strategy do you think the company is pursuing? Does its staffing policy match its strategy? Lenovo is pursuing a geocentric staffing strategy/policy. Yes, the staffing policy matches the Lenovo’s business strategy, which is to exceed market expectations and be a strong player on the global market. So that Lenovo uses its staffing strategy, engaging the global workforce to fulfil its business strategy. Lenovo consider its workforce as the global workforce that is capable of going head-to-head with its competitors in the battle for dominance in the global PC business. 3. What are the strengths of Lenovo’s staffing policy? Can you see any potential...
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...APRIL 2007 Doing Business in Brazil ERNST & YOUNG DOING BUSINESS IN BRAZIL CONTENT SUMMARY B7 - Essential Industries .................................................. 13 B8 - Energy and Natural Resources ............................. 13 A B9 - Foreign Trade ............................................................... 13 Trade Balance ............................................................... 13 Exports and Imports ..................................................... 13 Trading Partners ........................................................... 14 A1 - Regulatory Constraints and Relief ........................ 6 Regional and International Trading Associations ........ 14 Exchange Background ................................................... 6 Exchange Controls ........................................................ 6 Foreign Ownership of Business .................................... 6 Foreign Ownership of Real State .................................. 6 A2 - Government Attitude and Incentives ................... 7 C Government Attitude to Foreign Investment ................. 7 Foreign Investment Government Financial Incentives .................................. 7 A3 - Tax System ..................................................................... 7 C1 - Exchange Controls .................................................... 14 Remittance of Dividends and Profits ........................... 14 Corporate Income Tax...
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