Managing mergers and acquisitions: a European perspective
Saved in:
| Main Author: | |
|---|---|
| Format: | Book |
| Language: | English |
| Published: |
Aldershot u.a.
Gower
1992
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| Subjects: | |
| Online Access: | Inhaltsverzeichnis |
| Physical Description: | XII, 173 S. |
| ISBN: | 0566073048 |
Staff View
MARC
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Record in the Search Index
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| adam_text | Contents
Acknowledgements xi
Introduction: Acquiring is more fun than managing 1
PART 1 PREPARATION, PRINCIPLES AND PRACTICE 7
SECTION A PREPARING FOR SUCCESS 8
Chapter 1: Pre acquisition strategy 9
Why acquire?; Synergy; Market share; Acquire
products; Protect markets; Foothold in a foreign
market; Core business concentration; Critical mass.
Chapter 2: Know your organisation 15
Self evaluation; Organisational structure; What s in a
name?; Evaluating past acquisitions.
Chapter 3: Target selection, picking a winner lc)
Know what you want; Arm s length the idea and the
reality; Retain the right to say no
Chapter 4: Legal process and formalities 22
Due diligence; External diligence assessors; Cautionary
tales; Letter of intent; Professional help; Decision making
v
vi Contents c} ~+U
~~^ SECTION B MAKING THE MERGER WORK 27
Chapter 5: Mergers, acquisitions and change 28
Implementing change; Merger of equals; Equal
weighted small and medium sized companies; Buying
small subsidiaries: Integrating small subsidiaries;
Avoiding common mistakes; Hostile or friendly
takeovers; Complementary products and similar
sized companies
Chapter 6: Establishing company identity 34
Introducing routines; Corporate culture;
Culture shock; Identity the public profile;
Information dissemination; Media attention
Chapter 7 : Leadership and success 39
Selecting the CEO; Senior executive personnelfMerger
_teamj_Ke.y ancillary appointments heads of
information and personnel; Doomsday scenarios
—$T SECTION C MANAGING PEOPLE A KEY FACTOR 43
Chapter 8: Managing management 44
New senior management team; Too many vice
presidents^MiHidle management and upwards
tomorrow s leaders; Supervisory, operational and
line staff; Trade union support
Chapter 9: Personnel policy 47
/ Researching target company personnel; Loss of_key
A personnel; Staff rationalisation; Training; Compiling
information; Miracles rarely occur
SECTION D CONSOLIDATION 51
Chapter 10: Maintaining momentum 52
Momentum versus routines; Company feeling; Different
maturation points; Company effectiveness; Coping with
crises; Initial forecasts
Contents vii
Chapter 11: The first years 55
Prevent trouble accumulating; Restructuring
personnel; Rising stars and new blood; If everything is
going well; Learn to let go; Within five years; Ideas
change too
Chapter 12: Integrating subsidiaries bought with an acquisition 59
Strict evaluation; Dangerous delay; Keep the best;
Hidden treasure; Group subsidiaries; Divest or retain;
Every year s a merger year
PART 2 CROSS BORDER ACQUISITIONS 65
Chapter 13: Acquiring abroad 66
Question decisions; Shrewd bloody mindedness;
Prestige and the international profile
Chapter 14: Why buy abroad?
Market development and self protection; Restricted 69
domestic growth; Strengthen existing international
commitment; Protect competitive market position
and acquire new products
Chapter 15: Access to large markets 72
New markets eastern Europe, a classic case;
Opportunity in eastern Europe; Joint ventures and
alliances in eastern Europe; International market
penetration and protection; Protective measures
and internal market consolidation; Wider issues
Chapter 16: Additional reasons for acquiring abroad 7h
Geographical risk spreading; Product back up;
International synergies; Strengthening core business;
Critical mass; Production costs and economies of scale;
Combined objectives; Not just markets and products
viii Contents
/ Chapter 17: Cultural awareness the hidden factor 81
Dangerous differences and similarities; Misleading
generalisations and useful categorisation; Same
family; Different but near neighbours; Buffer zone
deals; Nearby but unfamiliar; Cousins twice removed;
Faraway places; Initial contact and establishing
points of reference; Cultural stress in joint ventures;
Adjusting behaviour
Chapter 18: Intercultural negotiation 88
Negotiating in a foreign language; Professional
interpreters can they say what you want?; Trying
to be too clever; Closing the deal
Chapter 19: Managing practical differences 91
Familiar places and unfamiliar routines; Shareholder
control; Friendly relationships and minority holdings;
Hostile bids; Restrictive practices; Buying an orphan;
Look after the details; Taxation and profit calculation;
Book keeping, profit and loss; Profit calculation
Chapter 20: Managing human resources abroad 97
Living with the old management; Trouble at the top;
Information and personnel; Young blood; Management
style, attitudes and philosophy; Chain of command;
Call me Jan; As others see us; Modified managerial
style; Keep managers moving; Trade union
participation; Redundancies, training and legal
obligations
Chapter 21: Acquiring in risky places 104
Warning signs; Inexpert workforce and poor facilities;
Bringing in managers; Making the final selection; Get
it right it matters
PART 3 CASE STUDIES 109
1 ABBFS, ABB Financial Services AB 11°
Subsidiary of a decentralised group, actively
supporting parent company growth policy.
Contents ix
Peggy Bruzelius, President ABBFS Sweden, Executive
Vice President ABB Financial Services Worldwide
2 C.E.P. Communication, France 116
Systematic, strategic acquisition abroad
Daniel Scolan, Directeur General, C.E.P. International
3 Guinness PLC, UK 122
Restructuring through comprehensive strategic
divestment and active core business acquisition
following a period of negative publicity.
Christopher Davidson, Director of Public Affairs, and
William Spears, International Director of Public Affairs
4 IBM Europe 130
Acquisitions versus joint ventures and alliances in a
restructuring industry.
Ian T Reynolds, Vice President Communications and
External Programs, with Rolf Rainer Rottke, External
Information Manager
5 NCC, Nordic Construction Company AB, Sweden 138
Failed friendly merger of two compatible companies
in a domestic market. Turnaround followed by a
successful hostile takeover.
Torsten Eriksson, President and CEO, NCC AB
6 Managing acquisitions. M A success and failure 146
comments by an experienced intercultural
practitioner.
Jerry Shively, Chairman of Shandwick Marketing
Services Ltd, non executive director of six UK companies
and chairman of two more
x Contents
APPENDICES 153
A Summaries 154
B Companies which co operated in the research 157
C Individuals who supplied information 159
D Journals, newspapers and periodicals consulted 161
E References and suggestions for further reading 163
|
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| geographic | Europa |
| geographic_facet | Europa |
| id | DE-604.BV005535922 |
| illustrated | Not Illustrated |
| indexdate | 2024-07-09T16:31:17Z |
| institution | BVB |
| isbn | 0566073048 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-003470789 |
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| physical | XII, 173 S. |
| publishDate | 1992 |
| publishDateSearch | 1992 |
| publishDateSort | 1992 |
| publisher | Gower |
| record_format | marc |
| spelling | Bengtsson, Ann M. Verfasser aut Managing mergers and acquisitions a European perspective Ann McDonagh Bengtsson Aldershot u.a. Gower 1992 XII, 173 S. txt rdacontent n rdamedia nc rdacarrier Bedrijfsovernames gtt Fusies gtt Consolidation and merger of corporations Europe Mergers and Acquisitions (DE-588)4205916-1 gnd rswk-swf Management (DE-588)4037278-9 gnd rswk-swf Europa Mergers and Acquisitions (DE-588)4205916-1 s DE-604 Management (DE-588)4037278-9 s HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=003470789&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Bengtsson, Ann M. Managing mergers and acquisitions a European perspective Bedrijfsovernames gtt Fusies gtt Consolidation and merger of corporations Europe Mergers and Acquisitions (DE-588)4205916-1 gnd Management (DE-588)4037278-9 gnd |
| subject_GND | (DE-588)4205916-1 (DE-588)4037278-9 |
| title | Managing mergers and acquisitions a European perspective |
| title_auth | Managing mergers and acquisitions a European perspective |
| title_exact_search | Managing mergers and acquisitions a European perspective |
| title_full | Managing mergers and acquisitions a European perspective Ann McDonagh Bengtsson |
| title_fullStr | Managing mergers and acquisitions a European perspective Ann McDonagh Bengtsson |
| title_full_unstemmed | Managing mergers and acquisitions a European perspective Ann McDonagh Bengtsson |
| title_short | Managing mergers and acquisitions |
| title_sort | managing mergers and acquisitions a european perspective |
| title_sub | a European perspective |
| topic | Bedrijfsovernames gtt Fusies gtt Consolidation and merger of corporations Europe Mergers and Acquisitions (DE-588)4205916-1 gnd Management (DE-588)4037278-9 gnd |
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