In a general sense, mergers and takeovers (or acquisitions) are very similar corporate actions - they combine two previously separate firms into a single legal entity. Significant operational advantages can be obtained when two firms are combined and, in fact, the goal of most mergers and acquisitions is to improve company performance and shareholder value over the long-term. The motivation to pursue a merger or acquisition can be considerable; a company that combines itself with another can experience
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How to Effectively Merge Employees Shane Santiff Shane.santiff@comcast.net GM 591 Leadership & Organization Behavior Hajar Sanders May 19, 2011 Overview of Organization: The organization that I will be doing my project on is Targa Resources LLC. Targa is a publically held organization that is in the Upstream and Downstream segment of the Oil & Gas Industry. Targa main processes are fractionation, wholesale and logistics. Targa was formed in 2004 when it purchased two
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clinically-based studies of two acquisitions that received very different stock market reactions at announcementCone positive and one negative. Despite the differing market reactions, we find that, ultimately, neither acquisition created value overall. In exploring the reasons for the acquisition outcomes, we rely primarily on interviews with managers and on internally generated performance data. We compare the results of these analyses to those from analyses of post-acquisition operating and stock price
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in Post-Merger Integration - Jan Daniel Laufhütte 2304958 Individual Written Case Study Report in Strategic Management IHS-3-422 London South Bank University 17/12/2003 Table of Contents List of Figures................................................................................. i Introduction ................................................................................... 1 1. The changing world automobile industry .............................. 1 2. Reasons for mergers and acquisitions
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dealers | Merger of such companies was urgent due to the trends of consolidation and globalization in automobile industry (refer to exhibit 1) and difficulties faced by the companies to address them. Despite a roughly similar size, both companies were significantly different from each other in crucial moments, which made the success of the merger doubtful. However, each company had strong capabilities that could complement each other in order to achieve the major benefit of the merger, which is
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I: Introduction I. A: Rationale/Motivation Over the past two decades, cross-border or international mergers and acquisitions (IM&As) have become the favored method of foreign direct investment (FDI). The form shows that IM&As go both ways: toward developing countries and from them, reshaping the world’s economic boundaries. Trends notwithstanding, researchers suggest that, overall, the expected financial benefits of M&As are often not recognized. The highest rate of failures has been linked
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Strategy Session 8 Choosing Between Strategic Options Risk Mergers and Acquisition Choosing a strategy from among strategic options Logically viable options/ Chosen Strategy Strategic|Aligned but|| |Infeasible Options|| Intent||| ||| Choice Criteria/ No options identified |Strategic|Available|| |Assessment||| Feasible but||Options|| |||| Unaligned Options|||| Macmillan & Tamcoe 2001 Strategic Choice Ideally a company will have a number of options for growth. Each can
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other point of discussion will be the challenges faced by the manger of Technical concept to create a smooth merger and create an environment of cooperation within the organizations. The merger and acquisition is to expand and continue to create a strong stand in the market place. As the manager of Technical Concepts, I have challenged to implement the changes necessary to make the acquisition process successful and to have a smooth transition while still maintaining high quality of performance. As
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1. Branding 2. Diversification and specialization 3. Acquisitions and mergers 4. Competitive strategies e.t.c. BRANDING Branding as a segmentation strategy is based on the
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Anatomy of a merger: behavior of organizational factors and processes throughout the pre- duringpost-stages (part 1) Steven H. Appelbaum Concordia University, Montreal, Quebec, Canada Joy Gandell Concordia University, Montreal, Quebec, Canada Harry Yortis Hydro-Quebec, Montreal, Quebec, Canada Shay Proper Montreal Stock Exchange, Montreal, Quebec, Canada Francois Jobin Kruger, Inc., Trois-Rivie Âres, Quebec, Canada Keywords Mergers and acquisitions, Organizational behaviour, Process efficiency
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