merger between disnep -PIXAR, Penn central transportation company, Kmart and Sears, Quaker and snapple,Siriusxm, Daimler benz and chrysler, Exonmobil, AOL -Time warner,
AOL Time Warner Merger Case Study Strategic Analysis, performing a SWOT, discussing the Culture of both firm's using Henry Mintzberg's Model, and evaluating the strategy.
Merger of top companies:
-ExxonMobil
-Sirius XM Satellite Radio
-Sears Kmart
-Sprint Corporation and Nextel Communications
-Mattel & Learning Co.
-DISNEY-PIXAR
-AOL Time warner
Corporate Restructuring- MBA-IIUC
Team Leader: MD.RABIUL HOSSAIN
AOL Time Warner Merger Case Study Strategic Analysis, performing a SWOT, discussing the Culture of both firm's using Henry Mintzberg's Model, and evaluating the strategy.
Merger of top companies:
-ExxonMobil
-Sirius XM Satellite Radio
-Sears Kmart
-Sprint Corporation and Nextel Communications
-Mattel & Learning Co.
-DISNEY-PIXAR
-AOL Time warner
Corporate Restructuring- MBA-IIUC
Team Leader: MD.RABIUL HOSSAIN
A. Discuss which corporate diversification strategy (reference sectio.pdfamazefootwear
A. Discuss which corporate diversification strategy (reference sections 63 and 64 ) is being
pursued by Disney. Explain your reasoning with examples from the case overview. ( 5 Points)
Disney is the world's largest media company and is world-renowned for its Walt Disney Studios
and the popular Walt Disney Parks and Resorts. In 2022 it achieved $82 billion in annual
revenues. As a diversified media company, Disney is active in a wide array of business
activities-movies, amusement parks, cable and broadcast television networks (ABC, ESPN, and
others), as well as cruises, retailing, and streaming. It became the world's leading media
company by pursuing a corporate strategy of diversification and vertical integration, executed
through a series of highprofile acquisitions, which included Pixar (2006), Marvel (2009),
Lucasfilm (2012) (the creator of Star Wars), and 21st Century Fox (2019). It is the second largest
mass media producer after Comcast, which owns NBC and Universal Studios. While other more
focused media content providers such as Discover Communications. CBS, and Viacom have
seen decreasing revenues because of lower ratings and TV ad weakness, Disney was
strengthened through its other businesses based on its diversification strategy. Although its ad
revenues have decreased like other more focused content producers and distributors, its other
businesses are growing and allow it to maintain higher earnings compared to other rival media
producing firms.
Disney's strategy is successful because its corporate strategy, compared to its business-level
strategy, adds value across its set of businesses above what the individual businesses could create
individually. First, Disney has a set of businesses that feed into each other: its studio
entertainment, consumer products and interactive media, media network outlets, parks and
resorts, studio entertainment parks, and retail enterprises have overlapping aspects. Within its
studio entertainment businesses, Disney can share activities across its different production firms:
Touchstone Pictures, Hollywood Pictures, Dimension Films, Pixar Films, and Marvel
Entertainment. By sharing activities among these semi-independent studios, it can learn faster
and gain success by the knowledge sharing and efficiencies associated with each studio's
expertise. The corporation also has broad and deep knowledge about its customers, which is a
corporatelevel capability in terms of advertising and marketing. This capability allows Disney to
cross-sell products highlighted in its movies through its media distribution outlets, parks and
resorts, as well as consumer product businesses. Disney's Corporate Strategy Disney's main goal
in pursuing its corporate strategy is to build billion-dollar franchises based on movie sequels,
park rides, and merchandise. CEO Robert Iger leads a group of about 20 executives whose sole
responsibility is to hunt for new billion-dollar franchises. This group of senior leaders decides
top-dow.
A Project/Paper first presented in 2010 to examine Strategic Change in Business and Featuring The Walt Disney Company and Its Success through Strategic Change Management.
All in the Spirit of Say's Law…"If you build it they will come". (Jean-Baptiste Say)
This deck provides an overview of the history of Silicon Valley, mainly as it pertains to the high-tech sector.
There are also a few slides on SAP in Silicon Valley, as the company has a big presence in Palo Alto and is very involved in the local community.
Welsh Consultants publishes- Throughout the history of business, the failure or success of a company relies on many factors, not the least of which is the corporate savvy of the executive running the show. In recent times, many CEOs have come under fire for mismanagement of their corporations, while some have been applauded for successfully navigating a tough economy. With much controversy surrounding CEOs of today, the question stands: Who are the best American CEOs of all time? Assembling a panel of professors from the top business schools around the country, a survey was done on the records of CEOs who best created (or destroyed) value, innovation, while possessing the best (or worst) management skills. From this, they’ve formulated a list of the 20 Best American CEOs of all time. Here they are. Author, Founder- Manish P
This deck has been published with the kind permission of Christine Johnson, Sr. Director of SAP Community Relations.
"This deck provides an overview of the history of Silicon Valley, mainly as it pertains to the high-tech sector.
There are also a few slides on SAP in Silicon Valley, as the company has a big presence in Palo Alto and is very involved in the local community."
You can follow Christine at @SAPBayArea.
Environemtnal influences on hrm-Stages of Analysis,Environmental Factors,Tanjin Tamanna urmi
Scanning: Identify early signals of changes and trends.
Monitoring: following some key indicators affecting organizations.
Forecasting: an attempt to protect the possible impacts on the organization.
Assessing: describing the impact monitored trends and make a adjustment of the possible outcomes.
Start with the value of an all equity firm
Sources of potential increases or decreases in value
PV of tax shields
PV of other benefits or costs of leverage
PV of benefits or costs of control changes
PV of benefits or costs from M&As
Exchange offer mechanics
Provides one or more classes of securities, right or option to exchange part or all of holdings for different class of securities of firm
Terms of offer involve new securities of greater market value than pre-exchange offer announcement market value to induce security holders to accept offer
A. Discuss which corporate diversification strategy (reference sectio.pdfamazefootwear
A. Discuss which corporate diversification strategy (reference sections 63 and 64 ) is being
pursued by Disney. Explain your reasoning with examples from the case overview. ( 5 Points)
Disney is the world's largest media company and is world-renowned for its Walt Disney Studios
and the popular Walt Disney Parks and Resorts. In 2022 it achieved $82 billion in annual
revenues. As a diversified media company, Disney is active in a wide array of business
activities-movies, amusement parks, cable and broadcast television networks (ABC, ESPN, and
others), as well as cruises, retailing, and streaming. It became the world's leading media
company by pursuing a corporate strategy of diversification and vertical integration, executed
through a series of highprofile acquisitions, which included Pixar (2006), Marvel (2009),
Lucasfilm (2012) (the creator of Star Wars), and 21st Century Fox (2019). It is the second largest
mass media producer after Comcast, which owns NBC and Universal Studios. While other more
focused media content providers such as Discover Communications. CBS, and Viacom have
seen decreasing revenues because of lower ratings and TV ad weakness, Disney was
strengthened through its other businesses based on its diversification strategy. Although its ad
revenues have decreased like other more focused content producers and distributors, its other
businesses are growing and allow it to maintain higher earnings compared to other rival media
producing firms.
Disney's strategy is successful because its corporate strategy, compared to its business-level
strategy, adds value across its set of businesses above what the individual businesses could create
individually. First, Disney has a set of businesses that feed into each other: its studio
entertainment, consumer products and interactive media, media network outlets, parks and
resorts, studio entertainment parks, and retail enterprises have overlapping aspects. Within its
studio entertainment businesses, Disney can share activities across its different production firms:
Touchstone Pictures, Hollywood Pictures, Dimension Films, Pixar Films, and Marvel
Entertainment. By sharing activities among these semi-independent studios, it can learn faster
and gain success by the knowledge sharing and efficiencies associated with each studio's
expertise. The corporation also has broad and deep knowledge about its customers, which is a
corporatelevel capability in terms of advertising and marketing. This capability allows Disney to
cross-sell products highlighted in its movies through its media distribution outlets, parks and
resorts, as well as consumer product businesses. Disney's Corporate Strategy Disney's main goal
in pursuing its corporate strategy is to build billion-dollar franchises based on movie sequels,
park rides, and merchandise. CEO Robert Iger leads a group of about 20 executives whose sole
responsibility is to hunt for new billion-dollar franchises. This group of senior leaders decides
top-dow.
A Project/Paper first presented in 2010 to examine Strategic Change in Business and Featuring The Walt Disney Company and Its Success through Strategic Change Management.
All in the Spirit of Say's Law…"If you build it they will come". (Jean-Baptiste Say)
This deck provides an overview of the history of Silicon Valley, mainly as it pertains to the high-tech sector.
There are also a few slides on SAP in Silicon Valley, as the company has a big presence in Palo Alto and is very involved in the local community.
Welsh Consultants publishes- Throughout the history of business, the failure or success of a company relies on many factors, not the least of which is the corporate savvy of the executive running the show. In recent times, many CEOs have come under fire for mismanagement of their corporations, while some have been applauded for successfully navigating a tough economy. With much controversy surrounding CEOs of today, the question stands: Who are the best American CEOs of all time? Assembling a panel of professors from the top business schools around the country, a survey was done on the records of CEOs who best created (or destroyed) value, innovation, while possessing the best (or worst) management skills. From this, they’ve formulated a list of the 20 Best American CEOs of all time. Here they are. Author, Founder- Manish P
This deck has been published with the kind permission of Christine Johnson, Sr. Director of SAP Community Relations.
"This deck provides an overview of the history of Silicon Valley, mainly as it pertains to the high-tech sector.
There are also a few slides on SAP in Silicon Valley, as the company has a big presence in Palo Alto and is very involved in the local community."
You can follow Christine at @SAPBayArea.
Environemtnal influences on hrm-Stages of Analysis,Environmental Factors,Tanjin Tamanna urmi
Scanning: Identify early signals of changes and trends.
Monitoring: following some key indicators affecting organizations.
Forecasting: an attempt to protect the possible impacts on the organization.
Assessing: describing the impact monitored trends and make a adjustment of the possible outcomes.
Start with the value of an all equity firm
Sources of potential increases or decreases in value
PV of tax shields
PV of other benefits or costs of leverage
PV of benefits or costs of control changes
PV of benefits or costs from M&As
Exchange offer mechanics
Provides one or more classes of securities, right or option to exchange part or all of holdings for different class of securities of firm
Terms of offer involve new securities of greater market value than pre-exchange offer announcement market value to induce security holders to accept offer
corporate governance and performance--Corporate Governance Systems in the Uni...Tanjin Tamanna urmi
Corporate Governance Systems in the United States
Limited liability public corporation
Diffuse ownership of voting equity shares
Large number of individual share owners
Internal Control Mechanisms
Role of the Board of Directors
Ownership Concentration
Executive Compensation
Alternative Governance Systems
Europe is moving toward a common market
Globalization and increased intensity of international competition
Rapid technological change
Consolidation of major industries
Forces Driving Cross Border Mergers
Going private — transformation of a public corporation into a privately held firm
Leverage buyout (LBO) — purchase of a company by a small group of investors using a high percentage of debt financing
Investors are outside financial group or managers or executives of company
Management buyout (MBO) — leveraged buyout performed mainly by managers or executives of the company
share repurchases-cash offers for outstanding shares of common stockTanjin Tamanna urmi
Share repurchases are cash offers for outstanding shares of common stock
Share repurchases change the book capital structure of the firm by reducing the amount of common stock
Investment returns measure financial results of an investment.
Returns may be historical or prospective (anticipated).
Returns can be expressed in:
($) dollar terms.
(%) percentage terms.
Typically, investment returns are not known with certainty.
Investment risk pertains to the probability of earning a return less than expected.
Greater the chance of a return far below the expected return, greater the risk
Time lines
Future value / Present value of lump sum
FV / PV of annuity
Perpetuities
Uneven CF stream
Compounding periods
Nominal / Effective / Periodic rates
Amortization
Analysis of Financial Statements.(Ratio analysis, Du Pont system ,Effects of ...Tanjin Tamanna urmi
Five Categories of Fin. Ratios
Liquidity: Ability to meet current obligations
Asset Mgmt: Proper & effective use of assets
Asset utilization (i.e., Total Asset Turnover Ratio:
TAT = Sales / T. Assets
Debt Mgmt: extent of debt & level of safety afforded creditors
Debt utilization (i.e., Equity Multiplier:
EM = T. Assets / T. Eqty
Profitability: reflects effects of liquidity, asset mgmt, & debt on operating results
Expense Control: Profit Margin:
PM = Net Income / Sales
Market Value: indicators of what investors think of firm’s past results & future prospects
Book pdf- Working capital management ( cost of capital and working capital)Tanjin Tamanna urmi
The termworking capitaloriginated with the old Yankee peddler who would load
up his wagon and go off to peddle his wares. The merchandise was called
“working capital”because it was what he actually sold, or“turned over,”to
produce his profits. The wagon and horse were his fixed assets. He generally
owned the horse and wagon (so they were financed with“equity”capital), but he
bought his merchandise on credit (that is, by borrowing from his supplier) or with
money borrowed from a bank. Those loans were calledworking capital loans,and
they had to be repaid after each trip to demonstrate that the peddler was solvent
and worthy of a new loan. Banks that followed this procedure were said to be
employing“sound banking practices.”The more trips the peddler took per year,
the faster his working capital turned over and the greater his profits
Strategic International HRM- activities targeting HRM at the international ...Tanjin Tamanna urmi
Strategic International HRM-activities targeting HRM at the international level
It involves projecting global competence supply, forecasting global competence needs, and developing a blueprint to establish global competence pools within companies, so that the supply of managers worldwide will be sufficient to meet with the MNC’s global strategies.
Succession management-identifying and developing new leaders Tanjin Tamanna urmi
Succession management is the process of ensuring that pools of skilled employees are trained and available to meet the strategic objectives of the organization.
It consists of identifying employees who have the potential to assume key positions in the organization and preparing them for these positions.
Succession management continuity in leadership develop the next generation of players
The change agent- the facilitator, educator, adviser of the changeTanjin Tamanna urmi
A change agent is the facilitator, educator, adviser of the change. He/she helps the sponsor and the implementers stay aligned with each other. The change agent acts as data gatherer, meeting facilitator and coach.
He/she is a person from inside or outside the organization who helps an organization transform itself by focusing on such matters as organizational effectiveness, improvement, and development.
Effective change agents demonstrate extraordinary versatility within a broad skill set.
Leading Change and emotional intelligence— creating experiences for people t...Tanjin Tamanna urmi
Leading change requires creating experiences for people that reveal new possibilities, while uniting them to drive strategies that harness the resources to win in the marketplace. It requires optimizing the culture of an organization while making investments to drive business growth – simultaneously
Leading others through change effectively is a key leadership capability because it enables organizations to accelerate change initiatives and involve the entire organization in identifying, implementing, and sustaining important changes initiatives that will ensure the organization's long-term success.
Organizational change making things different in organizationTanjin Tamanna urmi
The concept of organizational change is in regard to organization-wide change, as opposed to smaller changes such as adding a new person, modifying a program, etc. Some experts refer to organizational transformation. Often this term designates a fundamental and radical reorientation in the way the organization operates.
Change affects everybody, every business, every industry, every day. If you want to create a better future and succeed in your professional and personal life, you must understand the driving forces of change and how to lead, embrace and manage change.
SHRM is concerned with decisions about HR practices, the composition and behaviors of employees, and the effectiveness of these decisions.
These strategic process is comprehensive, planned and contribute to the success of the organization and has long-term value creating potentiality. SHRM is the management of HR philosophies, policies, and practices to enable the achievement of the organizational strategy.
Generally, these philosophies, policies, practices, develops a system to attract, develop, utilize, and retain employees for smooth functioning of the organization.
Generally change means making things different, to replace with another, growth opportunities. Change is life. If there was no change, we would not exist. Change is inevitable. In today's world, the only thing which is inevitable for all of us is constant change .As we progress from child through adulthood to old age, change happens, whether we like it or not.
The Bangladesh Labor Act, 2006, consolidates and amends the laws relating to employment of labor, relations between workers and employers, payment of wages and compensation for injuries to workers, and other matters related to labor.
BLC 2006 have a uniform purpose: they protect employees' rights and set forth employers' obligations and responsibilities. The primary functions of BLC 2006 is to provide equal opportunity and pay, employees' physical and mental well-being and safety, and workplace diversity.
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Despite of being a developing country Bangladesh has investment in construction industry which includes commercial, residential and multipurpose building projects etc. Workplace safety is a significant global issue, and in particular, the construction industry is over represented in workplace injury and death statistics
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
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Palestine last event orientationfvgnh .pptxRaedMohamed3
An EFL lesson about the current events in Palestine. It is intended to be for intermediate students who wish to increase their listening skills through a short lesson in power point.
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Unit 8 - Information and Communication Technology (Paper I).pdfThiyagu K
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http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
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This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
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Synthetic fiber production is a fascinating and complex field that blends chemistry, engineering, and environmental science. By understanding these aspects, students can gain a comprehensive view of synthetic fiber production, its impact on society and the environment, and the potential for future innovations. Synthetic fibers play a crucial role in modern society, impacting various aspects of daily life, industry, and the environment. ynthetic fibers are integral to modern life, offering a range of benefits from cost-effectiveness and versatility to innovative applications and performance characteristics. While they pose environmental challenges, ongoing research and development aim to create more sustainable and eco-friendly alternatives. Understanding the importance of synthetic fibers helps in appreciating their role in the economy, industry, and daily life, while also emphasizing the need for sustainable practices and innovation.
Acetabularia Information For Class 9 .docxvaibhavrinwa19
Acetabularia acetabulum is a single-celled green alga that in its vegetative state is morphologically differentiated into a basal rhizoid and an axially elongated stalk, which bears whorls of branching hairs. The single diploid nucleus resides in the rhizoid.
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.
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)
12.
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.
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.
17.
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)
19.
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.
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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.
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33.
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.
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
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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 :
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
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.