Issues: » Study the synergies of the merger between Hindalco and Novelis » Study the rationale behind Hindalco acquiring a loss making aluminum company » Examine the way the acquisition deal was financed » Analyze whether the deal was overvalued or not » Analyze the trends in the global aluminum industry Keywords: Hindalco Industries Limited‚ Novelis Inc.‚ Merger and Acquisition‚ Deal Valuation‚ Debt-equity Ratio‚ EV/EBITDA Ratio‚ Indian Aluminum Industry‚ Merger Integration‚ Consolidation‚ Downstream
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3880B: Economics of Ageing Reverse Mortgaging: Why did it fail in Singapore? Hew Shi Jun Victoria A0098871 1. Introduction Population-ageing will be one of the most challenging social phenomena in Singapore‚ being one of the fastest ageing countries in the Asia-Pacific region. As post-war Baby Boomers turn 65 years old from 2012 onwards‚ Singapore will experience an unprecedented age shift. Over a quarter of the current citizen population will retire from the workforce and
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rebranding itself as TW Telecom. I personally have worked for two smaller CLEC (Competitive Local Exchange Carrier) companies prior to their merger and acquisition by TW Telecom. I served in 1999 as a Telecommunications Technical Consultant for e.Spire Communications and continued to serve as a Sales Engineer for Expedius Communications prior to the merger and acquisition by Time Warner Telecom in June of 2006 and having my position renamed as Network Application Engineer. Time Warner Telecom continued
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GROUP PROJECT IN MERGER‚ ACQUISTION & CORPORATE RESTRUCTURING “HINDALCO’S NOVELIS ACQUISITION” Submitted By: 1) Rakesh Ranjan (PGEXP/2011/19) 2) Subash Ch. Das (PGEXP/2011/56) 3) Kumud Anand (PGEXP/2011/21) 4) Abinash Kumar Sahu (PGEXP/2011/26) 5) Anupam Sinha (PGEXP/2011/53) 6) Rajeev Kumar Gupta (PGEXP/2011/10) ← “If we earn $10 for every $100 of aluminum we sell‚ we will now be able to earn another $10 for every $100 worth of
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an eventual merger… Executive Summary Since 1990‚ we have seen a high wave of mergers. Many companies where merging in order to respond to their environment and there is a reason for this. Indeed‚ in a world of globalization where the key trend is to become bigger and bigger in order to survive‚ it is of the utmost importance to position your strategy and strategic stakes based on your other competitors and your environment. According to that‚ as we have already studied some merger that were a
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Chapter – IV Managing Risks in Mergers‚ Acquisitions and Strategic Alliances “There is a serious problem facing senior executives who choose acquisitions as a corporate growth strategy. My study reveals that fully 65 per cent of major strategic acquisitions have been failures. And some have been truly major failures resulting in dramatic losses of value for the shareholders of the acquiring company. With market values and acquisition premiums at record highs‚ it is time to articulate demanding
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distinction between mergers and acquisitions. Then it moves on to discuss basic concepts of takeovers and acquisitions‚ like history‚ kinds‚ consideration‚ etc. after that it discusses the United Kingdom’s position with respect to Takeovers. Then‚ the Indian Scenario is discussed. Here‚ the specific importance is given to the Securities and Exchange Board of India (Substantial Acquisition of Shares and Takeovers) Regulations‚ 1997 with
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com/locate/jfec What drives merger waves?$ Jarrad Harfordà University of Washington Business School‚ Box 353200‚ Seattle‚ WA 98195-3200‚ USA Received 5 December 2003; accepted 24 May 2004 Available online 4 January 2005 Abstract Aggregate merger waves could be due to market timing or to clustering of industry shocks for which mergers facilitate change to the new environment. This study finds that economic‚ regulatory and technological shocks drive industry merger waves. Whether the shock leads
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Journal of Banking & Finance 23 (1999) 255±285 Interest-rate exposure and bank mergers Benjamin Esty a‚* ‚ Bhanu Narasimhan b‚ Peter Tufano c a b Harvard Business School‚ Morgan Hall 481‚ Boston‚ MA 02163‚ USA Marakon Associates‚ 2831 Malabar Ave.‚ Santa Clara‚ CA 95051‚ USA c Harvard Business School‚ Morgan Hall 377‚ Boston‚ MA 02163‚ USA Abstract This study examines how interest rates and interest-rate exposures aect the level of acquisition activity‚ the identities
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A REPORT ON Ranbaxy-Daiichi Deal 1/26/2012 Ranbaxy-Daiichi Deal Introduction: Daiichi Sankyo bought Ranbaxy for $4.6 billion in June 2008. This report studies the implications of the merger between Ranbaxy and Daiichi Sankyo‚ from an intellectual property as well as a market point of view. There are many critical events happening in international pharma market including the growing preference for generics‚ increasing dominance of emerging markets such as India‚ fast approaching patent expiry
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