POST MERGERS HR AND CULTURAL ISSUES The post liberalization period was of mergers and acquisitions and still it is continuing as a strategic driver for market dominance‚ geographical expansion‚ leverage in resource and capability acquisition‚ competence‚ adjusting to competition. M&As are strategic alliances. People Management plays a critical role in M&A. People [pic]issues like staffing decision‚ organizational design‚ etc.‚ are most sensitive [pic]issues in case of M&A negotiations‚ but it
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Every coin has two sides. After the merger‚ both companies encountered several problems during their integration. Next‚ I will go into details about issues they faced. First of all‚ they wanted to further solidify their brand presence. Fiat has been successful in the European market but lacks visibility in North America; while Chrysler does not carry a strong dealer network in the European markets. What’s worse‚ historically‚ Chrysler was referred to the “Number Three” auto manufacturer and even
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1.The merger was expected to result in synergy from which attributes of each organization? With the merger‚ both profitable automobile companies‚ will have the opportunity to benefit from the potential of each other. They had both identified opportunities to increase sales‚ to create new markets for both while being able to expand their markets in new countries‚ to reduce purchasing costs and to realize enconomies of scale. The synergy would drive to product integration and ensure sharing of innovation
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Daomine Zamilus Case Name: DaimlerChrysler Corp. v. Spitzer Case Citation: 782 NYS2d 610 (Sup. 2004) Procedural History: By order dated September 14‚2004‚ the Supreme Court‚ Albany County dismissed the petition. Issue: Did the petitioners establish their entitlement to Article 78 proceedings to enjoin respondents from applying the new interpretation of the New Car Lemon Law regarding the repair presumptions that consumer vehicle remain defective at the time of trial or arbitration? Rule: New Car
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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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Vol. 19‚ No. 3‚ pp. 239–253‚ 2001 2001 Elsevier Science Ltd. All rights reserved Printed in Great Britain S0263-2373(01)00021-4 0263-2373/01 $20.00 + 0.00 HR Issues and Activities in Mergers and Acquisitions RANDALL SCHULER‚ Rutgers University‚ New Jersey SUSAN JACKSON‚ Rutgers University‚ New Jersey Mergers and acquisitions are increasingly being used by firms to strengthen and maintain their position in the market place. They are seen by many as a relatively fast and efficient way to expand
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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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Legal Entity Rationalization A Post-Merger Path to Sustainable High Performance Table of Contents Introduction 3 Legal Entities at a Glance 4 Rationalization Benefits 6 From Assessment to Execution 8 Governance Model 10 Additional Considerations 12 Summary 14 About the Authors 15 2 | Legal Entity Rationalization: A Post-Merger Path to Sustainable High Performance Introduction In recent years‚ many companies have seemingly chosen to respond to changes in market dynamics and increased
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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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