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Benefits of International Business Activities
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Acquisition strategy can propel a company or multiple companies into a next level of profits that they could not achieve on their own. Some of the factors that make this decision wise include gaining quick access to new technologies and creating a more cost-efficient operation. If a company acquires another in the same industry “there’s usually enough overlap in operations that certain inefficient plants can be closed or distribution and sales activities can be partly combined and downsized.” (Gamble, Thompson, 2011, pg 120). I am going to go over 2 companies that had opposite results due to their acquisitions and why I think their plans ultimately panned out good or bad. The first company that I would like to bring up is Citicorp who is attempting to branch out into Tokyo, Japan. Citibank has been able to make a name for themselves on the world financial markets but was having trouble in this area because of the problem of getting into the banking market in Japan. “Citibank reached an agreement in early 1988 with Tokyo Sogo for mutual access to automatic teller machines.” (K...
Conclusion In my opinion, the failure of the mergers and acquisitions depends on the culture and operational difference between the two firms.
Gaughan, P. A., 2002. Mergers, Acquisitions, and Corporate restructuring. 3rd ed.New York: John Wiley & Sons, Inc.
I find that there acquisitions were in all respects good buys, broadening the company's overall service reach, into new technologies and what not. But their lack of integration and push to get them to buy into the EnClean ideal wasn't very good; they simply focused too much on short term gains of the current people who were running the acquired companies instead of putting in management that would do the job right. What they ended up with was lost time, and money, which would have been better spent better getting the acquired company to better fit into the service aspect that EnClean had setup. I also think they started jumping the gun on certain buys, such as the AlphaChem acquisition. Why they did not realize or at least consider that they were not a distribution company, and that AlphaChem had no clear strategy is beyond me.
For the corporation that as acquired another company, merged with another company or been acquired by another company, evaluate the strategy that led to the merger or acquisition to determine whether or not this merger or acquisition was a wise choice.
However entering into a market as different as Japan is not without its risks, and must be ensured to be successful, with the help of market research, marketing, and operational theories, lest the new venture become a very costly mistake.
Two major competitors in the global consumer electronics industry, Philips of the Netherlands and Matsushita of Japan, both have extensive histories that can be traced back more than a century. They have each followed different strategies and have had significant capabilities and downfalls along the way. In general, Philips built its tenured success on a portfolio of responsive national organizations. On the other hand, Matsushita based its global strategy on a centralized and efficient operation through Japan. As they developed and reorganized their international strategies, each company was forced to undertake its strategic posture and restructuring as its competition position fell.
During the 1990s, Japan has been exposed to one of the most difficult structural transition periods in its post-war history, in terms of social and economic conditions. There have been two major changes: one is a substantial decline in economic growth in real terms, and the other is a changing social structure characterized by the declining birth rate and the ageing population. Under the pressure of changes in the economic environment caused by globalization and innovations in information technology, Japanese business corporations are forced to adapt to the new situation. While companies faced with fierce international competition, it became more critical to understand the basic knowledge of complicated legal, cultural, economic, and social issues. Engaging in international trade also requires attention to international regulations, international business planning, international market research, funding, distribution and other areas that must be considered separately from domestic business issues. The paper suggests some of the basic tools that can apply to solve the problem or to bring the business opportunity to fruition in today's Japanese business environment
McDougall, Gilles. (1995). The Economic Impact of Mergers and Acquisitions on Corporations. Retrieved on July 9th, 2006 from http://strategis.ic.gc.ca/epic/internet/ineas-aes.nsf/vwapj/wp04e.pdf/$FILE/wp04e.pdf
Leveraged buyout or LBO by definition is a purchase in which a group of investors borrows money from banks and other institutions to acquire a company (or a division of one), using the assets of the purchased company to guarantee repayment of the loan. Leveraged Buyouts are normally undertaken by private equity firms. Private equity firms have to deal with the investments in the private equity- in other words someones’ own stock (equity is the difference between the value of the assets/interest and the cost of the liabilities of something owned). With leveraged buyouts it is expected that the return generated will more than outweigh the interest paid on the debt. LBOs are a great way to experience high
N.V. Philips (Netherlands) and Matsushita Electric (Japan) are among the largest consumer electronics companies in the world. Their success was based on two contrasting strategies – diversification of worldwide portfolio and local responsiveness for Philips, and high centralization and mass production for Matsushita.
Chaurasiya, K. and Profile, V. 2010. Advantages and disadvantages of acquisition | business management strategy. [online] Available at: http://businessofaccouting.blogspot.co.uk/2010/04/advantages-and-disadvantages-of.html [Accessed: 8 Mar 2014].
The first two do not require the acquired business unit to be connected with the existing units; the second two depend on connection. Although the concepts are not always mutually exclusive, the way in which they generate value for the corporation is different for each. The portfolio management balances current business activities with new industry acquisitions. Its success is undervalued acquisition meets attractiveness and COE test. The challenges are: increased capital market competition, need for industry specific knowledge, and growth of the company and diversity. The restructuring seeks underdeveloped or sick companies and industries. Its successes are: utilize and pass the three tests and ability to find undervalued companies with growth potential. Its challenges are: restructurer exposed to more risk, time limit for success, hold onto a restructured company, and growing depletion of restructuring pool with increased competition. The transfer of skills involves activities important to competitive advantage. With transferring skills, business activities are similar enough that sharing knowledge would be meaningful. However, skills must be useful to key business activities and must be beyond competitors’ capabilities. The ability to share activities has been a potent basis for corporate strategy because sharing often enhances
12.Seth A, 1990, Sources of value creation in acquisitions: am empirical investigation, Strategic management Journal, 11, pp.431-446
In general, there are different types of procurement type for various situations due to no one method can be suitable under the all different construction project. In this case, there are four procurement paths, which are traditional, design and build, management and design and manage, will be advised to use. However, each method has different aspects of advantages and disadvantages.
When entrepreneurs plan their business future they will consider how they can increase their business size or profit in a short period. Entrepreneurs may consider growing their business or company by using a merger or an acquisition. These methods can be a speed up tool and a short cut to enlarge their business. (Burns, 2011) Also they can reduce competition, make it easier for entrepreneurs to think about the market and product development and risk reduction. Furthermore, some lesser – known companies can improve their firm’s image and market power by using merger and acquisition with larger firms. However, there may be risks associated with merger and acquisition related to lack of finance and time. (Burns, 2011) This essay will discuss more deeply the advantages and disadvantages of using mergers and acquisitions, showing how it can affect firms and market with the case study.