telecommunications companies in the UK‚ launched a formal hostile bid for Mannesmann‚ one of its largest peer companies based in German. Mannesmann has just acquired another large UK wireless operator‚ Orange. Vodafone first offered Mannesmann €138 billion‚ or €266/share‚ which is way higher than its valuation a few weeks ago. But Mannesmann rejected this tender offer and asked for €350/share. Vodafone has to decide whether it should raise the bid or not and how to respond to the issues brought by the German
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Environment Control Jordan Langley 4901 Salida Blvd Suite A Salida‚ CA 95368 (209) 526-5476 x105 a viable alternative incorporating the distinctives of environment control . . . * Select Employees * Professional Training and Supervision * Consistent Quality Control * Performance Standards and Rewards * Local Ownership Concern * Green Cleaning Standards * * 2529 west march lane. Stockton‚ CA 95207
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for Dow Corning’s poor performance between 1995 and 2001 as show in case Exhibit 3? Externally‚ Market was changing. Down Corning kept on losing customers to low-price suppliers. 1) Big global and regional rivals were increasing their efficiency of supply chain to provide lower cost to the customers. 2) Small local players with no R&D costs and low overhead were offering a range of commodity silicone products to bulk customers at low price. 3) The commoditization trend was also denting Dow Conning’s
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MERGER AND RECONFIGURING OF HYUNDAI-KIA Byoung-Hoon LEE‚ Sung-Jae CHO The Korean auto industry continued to grow without a slump from the early 1980s to the mid of 1990s. As illustrated in <Figure 1>‚ the auto industry in Korea had shown a sustained growth in sales of domestic and overseas markets until 1996. Between 1981 and 1996‚ it recorded a notably high rate of averaged annual growth in production (22.7%)‚ domestic sales (19.5%)‚ and export (36.2%). However‚ it experienced an unprecedented
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decided to continue like the firm is unlevered today‚ and then we set the current value equal to the unlevered value‚ VU. When we look at the different debt levels and compare them with the table provided by S&P‚ we see that the debt levels suggest one rating and the coverage ratio another. S&P Medians (79-81) AAA AA A BBB BB B Debt Ratio 17% 24% 30% 39% 48% 59% Coverage=EBIT/Interest 18‚25 8‚57 6‚56 3‚82 3‚27 1‚76 Prob.(Bankruptcy) 0‚16% 0‚72% 1‚32% 4‚78% 15‚68% 36
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Motives and Effects of Mergers and Acquisitions by JUANJUAN WANG September 2007 A dissertation presented in part consideration for the degree of MA in Finance and Investment Acknowledgements I would like to take this opportunity to express my sincere appreciation to all those people who helped me complete this dissertation. Firstly‚ I do appreciate my supervisor Ms. Lynda Taylor’s assistance. She gave me valuable feedback and guidance throughout this dissertation. In addition‚ I
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voluntary merger. There was significant value addition of HDFC in terms of increase branch network‚ geographic reach‚ customer base and a bigger pool of skilled manpower. For HDFC Bank‚ this merger provided an
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June 2010 Perspectives on merger integration Table of contents 5 A new generation of M&A: A McKinsey perspective on the opportunities and challenges Despite continued uncertainty‚ signs point to a surge in M&A activity that will be ambitious in both scope and profile. 11 Beyond risk avoidance: A McKinsey perspective on creating transformational value from mergers Most mergers are doomed from the beginning. Anyone who has researched merger success rates knows that roughly
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COMPUTRON INC. CASE I. Problem Identification: What bid price should Computron Inc. set‚ so that the Computron can achieve management’s profits target‚ match the customer’s requirement and be competitive with respect to the competitors? II. Alternatives: 1) Bid Price: $ 746‚880.00 within 20% offered by Digitex pricing of $ 622‚400. - Will sell less than factory cost of $ 768‚000‚ hence no profit and reduces cash flow required for future investments. - Computron will lose premium quality
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I. OBJECTIVES To select the best managers for the available positions To finalize the members on the management levels of the merger To determine on how the co-CEOs will agree with the process of selecting the best managers for the merger II. PROBLEM STATEMENT According to the story‚ the merger had left the Arlington with two managers for almost every available position at upper and middle management levels. The co-CEOs had already selected the executives on board prior to the merging
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