framework for cultural due diligence in mergers and acquisitions: Issues and California Management Review‚ 45(4)‚ 20-34. DeMeuse‚ K.‚ & Marks‚ M. L. (2003). Resizing the organization- managing layoffs‚ divestitures‚ and closings: maximizing gain while minimizing pain Duhaime‚ I. M.‚ & Schwenk‚ C. R. (1985). Conjectures on cognitive simplification in acquisition and divestment decision-making Academy of Management Review‚ 10‚ 287-295. Gebhardt‚ J. (2003). What ’due diligence ’ really means. In A
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http://kycaml.org/ 1. PREAMBLE KYC procedures enable the Company to know/understand their customers and their financial dealings better which in turn help them manage their risks prudently and prevent the Companys from being used‚ intentionally or unintentionally‚ by criminal elements for money laundering activities This policy has also been framed keeping in mind various guidelines and circulars issued by National Housing Bank from time to time. The policy has the following four key pillars:
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The Boards of Kotak and ING Vysya respectively considered the results of a due diligence review covering areas such as advances‚ investments‚ deposits‚ properties & branches‚ liabilities‚ material contracts etc. S.R.Batliboi & Co.‚ LLP‚ Chartered Accountants‚ and Price Waterhouse & Co LLP‚ the independent valuers appointed by Kotak and ING Vysya respectively‚ have recommended a share exchange ratio‚ which has been accepted by the respective Boards. Avendus Capital Private Ltd. provided a Fairness
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|Introduction | | | |Globalization has enlarged the scope for efficient operations‚ cost reduction‚ economies of scale‚ better| | |customer services‚ wealth optimization‚ human resource protection‚ new technologies adoption‚ capital | | |restructuring
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Synopsis Mergers and Acquisitions 1. Introduction Learning Objectives By the time you have completed this module you should understand: what a merger is and how it differs from an acquisition; some of the reasons why companies merge; the underlying merger rationales; what a merger driver is; what the primary merger drivers are; the difference between horizontal integration‚ vertical integration and conglomeration; the basic merger lifecycle and lifecycle
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Loan Origination & Appraisal Techniques Mathew Joseph Senior General Manager Housing Development Finance Corporation Limited - India confidential AUHF - 2007 AGM & Conference Program‚ Ghana - September 2007 Why do we appraise? Is a Selection Tool Quantifies Risk confidential Aids Decision Making Ensure Good Quality business with excellent creditworthiness What is Credit Appraisal? ABILITY confidential INCLINATION OBJECTIVE SUBJECTIVE KNOWLEDGE EXPERIENCE
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Renault-Nissan: A Marriage of Desperation Turned Success Story Within both Renault and Nissan‚ there were significant issues facing the firms. Renault‚ a one time ‘losers league’ member‚ was able to turn itself into a $1.65 billion company. A distinctively French and European car maker‚ Renault had never run a global operation. At one point‚ the company sold no cars in the United States and only 2‚476 units in Japan‚ the world’s two largest automotive markets. Nissan‚ on the other hand‚ was basically
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Madrid‚ 12 July 2006 PRIVATE AND CONFIDENTIAL Mr. XXxxx XXxxxx Cargo EmpresaEmpresa Dirección Dear Sirs: Following our meeting in Paris on June 29th‚ 2006‚ BancoBancoBanconombre banco (hereinafter “Banconombre banco”) is pleased to present this proposal to EmpresaEmpresa for advisory services relating to the disposal (hereinafter the “Proposed Transaction”) of Empresa‚ S.A. (hereinafter “Empresa” or the “Company”). This project will receive the name of Project Banana. The
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Ducati & TPG – A “Wild Ride” LBO Case Study December‚ 2010 Q1. The nature of the opportunity and the question of brand expansion 1.1 The situation of the target firm Positives: (1) The Ducati brand was world famous;(2) The product was great in terms of technology and quality and it had won the 1990‚ 1991‚ 1992‚ 1994‚ and 1995 World Superbike championships against strong competition;(3) Ducati’s product family was broad offering 15 models in four families based on seven different engines;(4)
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expectations to which a merger as well as a marriage is predicated upon and when those expectations are not met then divorce is in the cards for both merger and marriage alike. In the case of business what is essential for success is the process of “due diligence” in which all salient aspects of the business are carefully analyzed so that no surprises are found after the ceremony has been performed. But in the case of Daimler and Chrysler it is apparent that this was not the case. The merger was thought
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