merger between disnep -PIXAR, Penn central transportation company, Kmart and Sears, Quaker and snapple,Siriusxm, Daimler benz and chrysler, Exonmobil, AOL -Time warner,

1. Merger between
different company

2. Name Walt Disney
Head Office 500 South Buena Vista Street,
Burbank, California, United States
CEO
Qualification of
CEO
He graduated from Oceanside High School in
1969. In 1973, he graduated Magna cum laude
from the Roy H. Park School of Communications
at Ithaca College with a Bachelor of Science
degree in Television and Radio.
Logo
Outlook
Bob A. Iger

3. Name Pixar
Head Office 1200 Park Avenue, Emeryville,
California, U.S
CEO
Qualification of CEO He graduated from California Institute of the
Arts (CalArts).
Logo
Outlook
John Lasseter

4. Company Name Walt Disney Pixar
Product before
merger
Cable television,
publishing, films, music,
video games, amusement
parks, broadcasting,
radio, web portals.
 Pixar Image
Computer
 Pixar Renderman
 Presto Animation
System
 Animated films.
Product after
merger
Computer generated animated movies:
1. Toy Story (1995)
2. A Bug’s Life(1998)
3. Monster Inc.(2001)
4. Finding Nemo(2003)
5. The Incredibles(2004)
6. Cars(2006)
7. Ratatouille(2017)

5. Beginning their relationship, Disney and
Pixar made an agreement that they would
produce and distribute one computer generated
animated movie together. That movie was
known as toy story, the world’s first computer
animated feature film.
Because of the popularity and success of the
toy story, which was released in November
1995, Disney and Pixar developed another
contract in 1997 that agreed to jointly produce
a total of five movies over the next ten years.
The main reason was to save the cost and
increase the profit, diversification on product
and expand their market.

6. •When toy story blew up with a third of a billion dollars, things
immediately changed for Steve jobs and the Pixar team. Pixar went
public, the 80% share of stock that jobs had from the 50 million he
poured in the company shot to 1.2 billion dollars. Pixar was
insanely valuable.
•Continuing in the footsteps of toy story’s success are further
insanely great animated movies: a bug’s life, toy story 2, Finding
Nemo, while all that Disney has managed to roll out afterwards are
flops after flops under its CEO Michael Eisner.
•Michael Eisner ruined Disney’s animation department, and failed
to live up to the original animated movies’ spirit. Eventually, the
Disney board phoned Bob Eiger, to whom they informed that
they’ve already appointed to be Eisner’s successor in taking over
Disney. Eiger phoned Steve jobs and John Lassetter, telling both
that he was interested in making a deal with Pixar.

7. Post merger benefit – Disney
The acquisition gave Disney ownership of the world’s most famous
computer animation and its talent.
The timing was also perfect for Disney, as it own animation films
were failing.
The deal brought the technology company apple closer to Disney.
The decrease in competition is another motive for Disney.
Post merger benefit- Pixar
For Pixar it was a good move to face competitors like DreamWorks
and 20th century Fox.
The deal gave iTunes more video content to offer.
Pixar can focus on its core strengths of producing the computer
animation and does not have to invest in production line of making
merchandise and home entertainment.

8. New York
central
railroad
Pennsylvania
Railroad
Penn Central
Transportation
Company

11. Service before marger-
New York centrall railroad-
Route- Northeast to Midwest,Their
tracking gauge was 4 ft 8 1⁄2 in (1,435 mm)
which is standard, the NYC operated
11,584 miles (18,643 km) of road and
26,395 miles (42,479 km) of track(1925)
Pennsylvania Railroad-
Route -Northeastern United States, at one
time 4 ft 9 in (1,448 mm).
Electrification :12.5 kV 25 Hz AC:New
York City-Washington, D.C./South Amboy;
Philadelphia-Harrisburg; North Jersey
Coast Line
Length 11,640.66 miles (18,733.83
kilometers)(1926)
Service after marger-
Penn central
Route-Illinois,Indiana,Michigan,Ohio,West
Virginia,Pennsylvania,
New
York,NewJersey,Maryland,Delaware,Connec
ticut,Rhode
Island,Massachusetts,Washington,
DC.Ontario,Quebec.
Track gauge 4 ft 8 1⁄2 in (1,435 mm)
standard gauge
Electrification -12.5kV 25Hz AC:New
Haven-Washington, D.C./South Amboy;
Philadelphia-Harrisburg;North Jersey Coast
Line 700V DC:Harlem Line;Hudson Line
Length 20,530 miles (33,040 kilometres)

13. Planning and justifying the merger took nearly a decade, during which time the
eastern railroad scene changed dramatically, in large measure because of the
impending merger of the NYC and PRR.
The Penn Central was born amid great expectations and promises on February
1,1968 by the merger of the New York Central System into the Pennsylvania
Railroad on that date. The ICC approved the merger on the some conditions. Penn
central transportation limited could not fulfill this condition.
With incompatible computer systems ,signal systems, operating styles, and
personalities at the top, the new railroad remained essentially two in operation
though it was one in name
Other reasons were-
1.) PC was forced to pay $125 million for the bankrupt New Haven, which had a
negative cash flow.
2.) PC was required to operate well over one half of all the passenger service in
the US, which by that time had a monstrous negative cash flow.
3.) Freight rates and abandonments were rigidly regulated, preventing PC and
others from adapting to market conditions.

14. Synergistic Result of PENN CENTRAL-

15. Company profile

16. Company profile
 Head quartered in Hoffman Estates, Illinios.
 Sears was founded by Richard Warren Sears and Alvah Curtis Reobuck
in 1886 in Chicago, Illinos
 Sears were primary sellers of appliances, hardware and clothing
 In 1925,Sears Started as mail order Catalog Company, and shortly after
they started opening retail locations.
 Bought by the American discount store chain Kmart in 2005.

18. Company profile
Sears Holdings
Company Type: Public
Industry: Retailing
Founded:2005,14 years ago.
Headquarters: Hoffman Estates ,Illinois, U.S
Key People: Edward Lampert (Chairman and
CEO)

20. Product of the Company before
Merger
Kmart
Clothing,Shoes,Lilen and
bedding,Footwear,
Jewelry,electonics,
health & Beauty
products,Hardware
applainces etc.
Sears
Clothing,footwear,
bedding,furniture,
Jewelry,beauty
products,applainces,
Housewares,tools etc.

21. Product of the Company after
Merger
• Clothes and Home Goods.
• Kenmore Appliances and tools(Refrigerators, Vaccum Cleaner,
Television etc).
• Craftsman product (Lawn and garden Equipment,Work wear
etc.

22. Reason of Merger
• Sears had begun investing in new, larger off-mall stores, called Sears Grand. Earlier in the
year, Sears had purchased dozens of current Super Kmart locations; the merger permitted the
combined company to accelerate that process.
• Proprietary brands held by both companies could be made more accessible to target
demographics by leveraging their combined real estate holdings. This was estimated to be an
expected $200 million a year in revenue synergies.
• At least $300 million a year in cost savings was expected annually, particularly in the supply
chain and in administrative overhead.
• The establishment of a shared customer-focused corporate culture between the two
companies was estimated to yield improvements in revenue per unit area.
• Preservation of two brands after the merger was intended to allow Sears Holdings to continue
focusing on different customer demographics, without alienating either group.

23. Reason of Failure
• Two Distinct Company Cultures.
• Different Core Competencies.
• Diversified too much.
• Sales more real estate and assets to pay off debt.
• lack of customer service, poor-quality products, a
lengthy checkout process, and messy, "depressing"
store.

24. Post Merger performance
Combining Sears and Kmart in to a major new retail company named Sears
Holdings Corporation. Sears Holdings is the nation’s third largest retailer, with
approximately$55 billion in annual revenues and a national footprint of nearly
3500 retail stores in the United States. Including 2350 full-line and off mail stores,
and 1100 specialty Retail stores.

25. Name Quaker Oats
Head Office 555 West Monroe Street Chicago,
IL 60661 United States
CEO Steven Williams
Qualification Of CEO Steven holds a Bachelor of Arts
in economics from the University
of Central Oklahoma and is a
graduate of the Program for
Leadership Development (PLD)
at Harvard Business School
Logo
Company Profile

26. Name Snapple
Head Office Dr Pepper Snapple Group, Inc
5301 Legacy Drive
Plano, TX 75024,US
CEO Robert Gamgort
Qualification Of CEO Robert holds an MBA from the
Kellogg Graduate School of
Management at Northwestern
University and a BA in Economics
from Bucknell University. He also
studied at the London School of
Economics.
Logo

27. Quaker Snapple
Cereals, snack bars, cookies, and
rice snacks, breakfast shakes,
muffins, yogurt, granola bites,
oatmeal pancake mixes, and
tortilla mixes.
Natural soda, corn sweetener,
Iced tea, lemon tea, diet tea,
lemonade, Bottled water, fruit
juice, carbonated apple juice.
Product of the Company Before Merger

28. Product Of the Company After Merger
Cereals, snack bars, cookies, and rice snacks, breakfast shakes,
muffins, yogurt, granola bites, oatmeal pancake mixes, and
tortilla mixes, Natural soda, corn sweetener, Iced tea, lemon
tea, diet tea, lemonade, Bottled water, fruit juice, carbonated
apple juice.

29.  In the early 90’s, Quaker Oats was having immense success with its Gatorade sports
drink brand. These sales dramatically increased the revenue of Quaker Oats, so the
company wanted to purchase a new similar company in order to repeat the success.
 Quaker wanted to expand their footprint in the beverage industry and add Snapple to
create the most innovative distribution system in the industry.
 The strategy was to integrate Snapple’s entrepreneurial culture .
Reason for merger

30. Reason For failure
 Quaker Oats tried to change the sales strategy for Snapple by using the
relationships it had already developed with grocery stores to try to move
more Snapple products
 A significant portion of Snapple sales came from convenience stores
and gas stations, so Quaker Oats’ decision turned out to be a big
strategic mistake.
 Instead of building on what was working for Snapple, they took a risk on a new
plan, which did not work out. Snapple sales decreased as a result.
 Quaker Oats also failed to properly plan for future competition. Shortly after
Quaker merged with Snapple, two of its major competitors, Pepsi and Coca Cola,
begin to compete more heavily with Snapple, introducing new products of their
own. This drove sales down even further.
 Finally, perhaps the most important mistake that Quaker Oats made with this
merger is that their valuation to acquire Snapple was way too high

31. Post-Merger Performance
 The problems dragged down the total performance of Quaker, which had sales of $5.2 billion
last year.
 Quaker’s stock price badly trailed the overall stock market.
 Quaker lost $1.6 million for each day it owned Snapple.
 During the first year as a part Quaker oats, the Snapple division did not break even and lost an
estimated of $75 million
 During 1996, Snapple slipped to the second place in the ice tea market and despite positive
projections by Quaker
 The unit failed to achieve any sales gain and sow it sales decline by 20%, resulting in
operating losses exceeding the $120 million for that year.
 By 1997 Snapple's market share slipped to the 3rd place behind Lipton and Nestea.
 On March 28, 1997 Quaker decided to take a $1. 4 billion write-off and sold the company it
purchased 29 months before for $300 million.

32. Company Profile
Name Sirius XM satellite Radio
Head office Midtown Manhattan, New york
CEO James E.Meyer
CEO Qualification Mr. Meyer Received an MBA and an
undergraduate degree from St. Bonaventure
University.
Logo

34. Pre-merger:
Early days of Sirius (Sirius Satelite Radio)
Sirius Satelite Radio was founded by Martine Roth blatt, David Margolese , and Robert
Briskman.. in 1990 rothblatt founded satellite CD radio in Washington, D.C.
The company was the first to petition the FCC to assign unused frequencies for satellite
radio broadcast, Which provoked a furor among owner of both large and small radio
station .Former NASA engineer Briskman, who designed the company’s satellite
technology, was then appointed chairmen and CEO.
Early Days of XM (XM Satellite Radio)
The origin of XM Satelite Radio was a petition for Rulemaking filed at the Federal
Communications Commission by regulatory attorney and Founder of Satellite CD
radio. Martine Rothblatt , to establish frequencies and licensing rules for the world’s
first-ever satellite digital audio radio service.On May18,1990, Satellite CD radio, Inc
filed a petition for Rulemaking in whice it requested spectrum to offer compact disc
quality digital audio radio service to be delivered by satellite and complementary radio
tranmitters. Following the Allocation NPRM, the FCC established a December 15,
1992 cut-off date for applications proposing satellite DARS to be considee=red in
conjunction with CD Radio’s application.

35. Merger
Announcement
After years of speculation (the New York Post first reported on a potential merger in
January 2005) and three months of serious negotiations, the $13 billion merger between
Sirius and XM was officialy announced on February 19, 2007. At the time the nation’s
only two satellite radio provieders reported nearly 14 million combined subscribers (with
nearly 8 million belonging to XM), with neither having turned an annual profit. Sirius
was valued at $5.2 billion, and XM at $3.75 billion. Each subscription was sold for
$12.95 monthly.
Approval
The biggest challenge for the newly unified company was selling more subscriptions
with the drop in the number of cars sold annually in the US. The subsequent reduce
demand for cars equipped with satellite radio, as well as online radio-streaming
competition. Condition of the merger included allowing any third-party company to
make satellite radio device;
At the time of the merger, Sirius’ top programming included channels for Howard Stern,
and Martha Stewart; live NBA and NFL games; and live NASCAR races. XM’s
programming inclided channels for Willie Nelson, Opie and Anthony, Snoop dogg and
Oprah Winfrey ; and live Major League Baseball games.

36. Opposotion
The national Associaton of Broadcasters was adamantly
opposed to the merger, calling it a monopoly. Shortly
after the justice Department gave its support to the
merger without restriction, attorneys general from 11
states ( Connecticut , lowa , Maryland, Mississippi,
Missouri, Nevada, Ohio, Oklahoma, Rhode Island ,
Utah ,and Washington) urged the FCC to impose
restrictions on the merger.

37. Reason for Success
The national Association of Broadcasters was
adamantly opposed to the merger, calling it a
monopoly. Shortly after the justice Department gave its
support to the merger without restriction, attorneys
general from 11 states (Connecticut, lowa , Maryland,
Mississippi, Missouri, Nevada, Ohio, Oklahoma,
Rhode Island , Utah ,and Washington) urged the FCC
to impose restrictions on the merger.

38. Post-merger
Resurgence and growth
After coming close to filing for only months after the 2008 merger, having gone so far as
to hire lawyers to prepare a possible bankruptcy filing,Sirius XM was able to avoid
declaring bankruptcy with the assistance of a $530 million loan from Liberty Media un
February 2009, which Mel Karmazin negotiated in exchange for a 40% equity stake in
Sirius XM.
Executives
Following the merger, Sirius CEO MEL Karmazin became CEO of the combined
company, and XM chairman Gary Parrsons retained his role.XM CEO and co-
founder Hugh Panero stepped down in August 2007, shortly after the merger was first
announced.
Internet and mobile
Sirius XM radio content is available to stream online either as an add-on to existing
subscriptions or as an Internet-only option. Internet and mobile services directly
challenging Sirius XM include iHeartRadio, Pandora (later acquired by SiriusXM in
2019), and Spotify. In August 2011, SiriusXM announced that the company would start
offering a personalized interactive online radio experience

39. Subscriptions
Following the merger, Sirius XM began offering numerous new options, including a la
carte offerings, a family-friendly version, and "mostly music" or "news, sports, and talk"
packages, ranging in price from $6.99 to $16.99 per month. Prior to the merger, Sirius offered,
for a one-time fee, a lifetime subscription (lasting the lifetime of the receiver, not the
subscriber). After the merger, due to changes in bundling policies, some customers who had
purchased lifetime subscriptions had their service reduced or canceled, and were unable to
obtain a refund.
Legal settlement
On December 4, 2014, Sirius XM Holdings agreed to a US$3.8 million settlement with 45
states and the District of Columbia, over a suit initiated by the Ohio Attorney
General, stemming from the company's billing and service renewal practices. The suit alleged
Sirius XM Holdings was engaged in "misleading, unfair and deceptive acts or practices in
violation of state consumer protection laws," Attorney General DeWine said.

40. Presentation on
Daimler Benz &
chrysler

41. Background of both company
✓Daimler-Benz was formed in 1926 by the
merger of two pioneering German automobile
companies, one founded by Karl Benz, the
other by Gottlieb Daimler.
✓In 1925 the Maxwell Motor Company became
the Chrysler Corporation, with Chrysler as
president.

42. Merger –
Due to the developments in the car
industry, the two carmakers entered
into negotiations over a possible
merger in January 1998. On May 7th,
1998 the two chief executives Robert
J. Eaton, CEO of the Chrysler
Corporation at times, and Jürgen E.
Schrempp, former CEO of Daimler-
Benz, announced the merger of the
two car producers. Then it became
DaimlerChrysler AG.

43. Company profile
Name of the company –
DaimlerChrysler AG
• Logo –
• Head office -Stuttgart, Germany

44. Company profile CEO of DaimlerChrysler AG –
Qualification of Dieter Zetsche (Dr. Z (Doctor Zee)
)
✓ Zetsche was born in 5th May 1953 .
✓ Attended school in Oberursel (near Frankfurt am
Main) and studied electrical engineering from 1971
to 1976 at the University of Karlsruhe; he
graduated as an engineer.
✓ He completed his doctorate in engineering in
1982 at the University of Paderborn.
Dieter Zetsche Dr. Z (Doctor Zee)

45. Products Before merger –
✓ Mercedes-Benz Cars ✓ Daimler Trucks ✓ Mercedes-Benz Vans
✓ Daimler Buses
After merger –
✓ Mercedes-Benz ✓ Passenger Cars ✓ Mercedes-Benz Trucks ✓
Mercedes-Benz Vans
✓ Mercedes-Benz Camper Vans ✓ BharatBenzBuses and
coaches ✓ FUSO ✓ Western star

46. Reasons of merger
Daimler motives – ✓Access to US market
✓Reduce cost of production ✓Fear of losing
their competitive
Chrysler motives ✓Avoiding another crisis
✓Improve R & D department ✓Access to Europe
market

47. Successes of Diamler Chrysler:
 The largest Industrial Merger, Before
1998.
 Increasing market power,
 Flexible ways of Integration over two
different countries.

48. Diamler Chrysler Failures:
1.Millions spend on post-merger culture
sensitivity workshop.
2.Rifts in business practice remained intact.
3.Discrimination in compensation
4.Workshops didn’t help in changing
management sentiment.
5.German replaces an American as
Chrysler’s president.

49. Post-merger performance
Post-merger performance –
✓Technology sharing efforts started creating
problems ✓Cultural issues were prevalent
✓By the end of Q1FYo1 , losses touched USD 2.7
billion
✓Cost cutting strategy were adopted –
✓19,500 employee and 1000 contractual workers
were fired on 2001.
✓Non product spending cut by over 58%

50. EXXONMOBIL CORPORATION
 Exxon Corporation was known as (until 1972) Standard Oil
Company (New Jersey). In 1972, Standard Oil Company (New
Jersey) became Exxon Corporation, and many subsidiaries and
affiliates, such as Humble, also switched to the Exxon name.
 In 1955, Socony-Vacuum was renamed Socony Mobil Oil
Company. In 1963, it changed its trade name from Socony Mobil
oil to Mobil.

51. Merger:
Exxon Mobil Corporation’s merger was approved by the
European Commission on September 29, 1999, and by the United
States Federal Trade Commission on November 30, 1999.

52. Company Profile:
Name of the company EXXON MOBIL
Corporation
Logo
CEO of EXXONMOBIL
Company
Darren Woods
(since January 1, 2017)

53. Company Profile:
Qualification of Darren Woods: *Texas A&M University
(bachelor's degree in
electrical engineering)
*Kellogg School of
Management (MBA)
Some Subsidiaries :

54. Product of the company (before & after merger):

55. Reasons for merger:
 To enhance competitive advantage in technology as technical
capabilities will complement each other’s operations.
 To improve the earnings stability by reducing the sensitivity of the
company's earnings to volatile market conditions inherent in the
energy business.
 To Increase scale of economies.
 To achieve long-term capital productivity.
Reasons for success:
 Balanced scorecard strategy: Balanced scorecard strategy was
adopted by ExxonMobil Company to measure how its business
units created value for current and future customers and how to
enhance the internal capabilities to improve future performance.

56. Reasons for success:
 Differentiation strategy: ExxonMobil Company adopted
differentiation strategy by offering superior products
compared to what competitors were providing.
 Commitment to technological leadership: Commitment to
technology innovation helped ExxonMobil Company to find
new energy sources in shortest period of time.
 Large refinery capacity: After merger refinery capacity is
one major factor contribute to the success of ExxonMobil in
oil and gas industry. Through this capacity ExxonMobil was
able to produce large amount of high quality oil and gas
product from its own facilities to meet up the demand of
consumers.

57. Post-merger performance:
 10 days before the completion of the merger, Exxon market
value was $184.5 billion ($76 a share) and Mobil market value
was $77.1 billion($98.5 a share).Right after the merger was
completed market value of the company was $278.8 billion
(additional $17.2 billion value created).
 ExxonMobil was the tenth most profitable company in the
Fortune 500 in 2017.
 As of 2018, the company ranked second in the Fortune 500
rankings of the largest United States corporations by total
revenue.
 In March 2019, ExxonMobil’s largest shareholders
include:The Vanguard Group, BlackRock, State Street
Corporation.

58. COMPANY
PROFILE
:
Company name: AOL-Time
Warner
Logo for AOL Time Warner
Headquarters: New York City,
New York, U.S Outlook: For Time
Warner :
For AOL :
CEO: Jeff Bewkes
Qualification of the CEO: Yale
University (BA) Stanford

59. Products Before
Books
Magazin
es
Cable
TV
Service
s
Music
Retail
Online
Portals
Web Browsers
Instant
Messengers
Online
Gaming
Video
Streaming
America Online
Industry Time Warner
Product of the
company

60. Aol Time
Warner
Product Of the company
After Merger
 Warner Bros
 HBO
 Net Scape
 Time
 CNN
 TNT
 Compuserve
 Warner Music Group
 Sports Illustrated
 Fortune, People
 And Numerous Others

61. Reason for merger
1) Time Warner had the content . AOL had the strong distribution network
and customers.
Merging would help realize value across the value chain.
2) AOL had high capital value but lower in revenues. TW had lower
capital value but higher
In revenue.
3) AOL-TW became world’s fourth largest corporation

62. Reason for
failure
**In 2002, the internet bubble burst and AOL
Time Warner's valuation came crashing
down , setting advertising revenue has
dropped and its subscription growth has slow.
**AOL and Time Warner were not able to
encourage a climate within the companies
to initial the synergies that were
proposed.

63. Post-merger Performance of
AOL/Time Werner
1.Both shares dropped after the announcement.
2.customer unwilling to pay add-on subscription.
3.AOL could not benefit due to high required investment
enabling data send/ receive method.
4. The two companies had very different corporate culture
and there was serious friction after the merger between
AOL executives and employees and Time Warner executives
and employees.