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Companies-M&A By  Prof. Augustin Amaladas
1.Asian Paints-Berger International <ul><li>Year-2002 </li></ul><ul><li>Asian Acquired 50.1% controlling stake in Berger I...
2.Ranbaxy-Tokyo based Nippon Chemiphar Co. Ltd <ul><li>2002 </li></ul><ul><li>Pharma market </li></ul><ul><li>Ranbaxy (RLL...
3.AOL sells call centre to Essar <ul><li>April 1 st  2008 </li></ul><ul><li>Aegis BPO of Essor takes over  to acquire AOL ...
4.HP and compaq Product line synergy <ul><li>2002 </li></ul><ul><li>Deal for $25  billion </li></ul><ul><li>Exchange ratio...
5.ITC with ITC Bhadrachalam Paperboards Ltd. Tax Benefits <ul><li>2001 March End. </li></ul><ul><li>ITCBPL- is subsidiary ...
6.Godrej Soap Took over Transelektra  Domestic products cultural barriers <ul><li>One company may  have entrepreneurial an...
7. Warner Hindustan- Park Davis Cultural failure <ul><li>Warner- task focussed and formal organisation </li></ul><ul><li>P...
Exxon-Mobil Merger <ul><li>Broken in 1911 </li></ul><ul><li>Reunited in 1989 </li></ul><ul><li>Deal amount $ 82 million </...
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Companies-M&A

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Companies-M&A

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Companies-M&A

  1. 1. Companies-M&A By Prof. Augustin Amaladas
  2. 2. 1.Asian Paints-Berger International <ul><li>Year-2002 </li></ul><ul><li>Asian Acquired 50.1% controlling stake in Berger International. </li></ul><ul><li>Deal Rs.57.6 Crores </li></ul><ul><li>Berger International has no operation in India but formed Berger Paints India Ltd. in culcutta(subsidiary) </li></ul><ul><li>Objective:-enter into the South East Asian market, growth. </li></ul><ul><li>Such as Singapoor, Tailand, Myanmar, Bharain, Malta, UAE, Jamaica, Barbados and Trinidad, and Tobago. </li></ul>
  3. 3. 2.Ranbaxy-Tokyo based Nippon Chemiphar Co. Ltd <ul><li>2002 </li></ul><ul><li>Pharma market </li></ul><ul><li>Ranbaxy (RLL) </li></ul><ul><li>Helps to understand Japanese regulatory framework and market environment. </li></ul><ul><li>Product advantage </li></ul>
  4. 4. 3.AOL sells call centre to Essar <ul><li>April 1 st 2008 </li></ul><ul><li>Aegis BPO of Essor takes over to acquire AOL call centre in white field </li></ul><ul><li>It is estimated at $100 million </li></ul><ul><li>Payable in cash. </li></ul><ul><li>Purpose is to enhance its voice and non voice offerings in the technological support space. </li></ul>
  5. 5. 4.HP and compaq Product line synergy <ul><li>2002 </li></ul><ul><li>Deal for $25 billion </li></ul><ul><li>Exchange ratio 0.6325 in shares of HP for 1 share in Compaq </li></ul><ul><li>Compacq is good in consumer desk top, better distribution net work </li></ul><ul><li>HP is global leader in printers and scanners. </li></ul><ul><li>Purpose- large customer base and elimination of computer overlapping product lines </li></ul>
  6. 6. 5.ITC with ITC Bhadrachalam Paperboards Ltd. Tax Benefits <ul><li>2001 March End. </li></ul><ul><li>ITCBPL- is subsidiary of ITC </li></ul><ul><li>ITCBPL had a accumulated losses of Rs.125 crores. </li></ul><ul><li>The loss due to high depreciation rate. </li></ul><ul><li>ITC had a profit of Rs.1000 crores </li></ul><ul><li>Take over benefits one time to reduce tax of 100 crores. </li></ul>
  7. 7. 6.Godrej Soap Took over Transelektra Domestic products cultural barriers <ul><li>One company may have entrepreneurial and risk taking style of functioning. </li></ul><ul><li>Other company may have extreme bureaucratic and procedural orientation. </li></ul><ul><li>Managers at the middle level were sent to various Godrej sites for training so that they could have a first hand experience of systems and practices and such managers were playing as change agents. </li></ul>
  8. 8. 7. Warner Hindustan- Park Davis Cultural failure <ul><li>Warner- task focussed and formal organisation </li></ul><ul><li>Park Davis-people driven </li></ul><ul><li>It had lowered their performances. </li></ul><ul><li>IBM with Lotus development Corporation </li></ul><ul><li>AT&T joint venture with Spanish and Swiss Telecom </li></ul>
  9. 9. Exxon-Mobil Merger <ul><li>Broken in 1911 </li></ul><ul><li>Reunited in 1989 </li></ul><ul><li>Deal amount $ 82 million </li></ul>

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