Table of Contents 1. Description of the Pharmaceutical sector In the year 2004‚ the global economy experienced a momentum. After the dot.com bubble and the 9/11 terrorist attacks‚ the economy slowed down‚ especially in the USA. The American economy‚ which was the greatest market for the pharmaceutical industry‚ suffered an economic recession from 2001 to 2003. However‚ in 2004 the tax cuts and the lower interest rates stimulated a robust expansion in that country. Particularly
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of the company. In practice the company needs to be going bankrupt to stir sufficient shareholders for this to happen. Shareholders can also sell their shares‚ forcing the share price down and making the company more vulnerable to a takeover bid. If there is a takeover the directors and managers may well lose their jobs and hence there is pressure on managers to perform well. The workers‚ particularly through their trade unions‚ may be able
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after Mergers? Journal of Financial Economics 135 (1992). Holderness‚ C.G. & D.P. Sheehan. (1985) Raiders or saviors? The evidence on six controversial investors. Journal of Financial Economics 14: 555-579. Hou‚ Olsson & Robinson (2000)‚ Does Takeover Increase Stockholder Value? Mimeo‚ University of Chicago. Jerold M. and Stephen J. (2005) Planning for a Successful Merger or Acquisition‚ Journal of Finance‚ Vol.47‚ 107-138. Jensen & Ruback‚ (1983).The Market for Corporate Control: The Scientific
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it has not completely disappeared in all situations. An acquisition‚ also known as a takeover or a buyout‚ is the buying of one company (the ‘target’) by another. The acquisition process is very complex and various studies shows that only 50% acquisitions are successful. An acquisition may be friendly or hostile. In a friendly takeover a company’s cooperate in negotiations. In the hostile takeover‚ the takeover target is unwilling to be bought or the target’s board has no prior knowledge of the offer
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exports have been the Europe and America. The competencies of Chilliano lie in Italian herbs and spices. The Indian company with the takeover wishes to synergies its operations in the world market. It also wants to take advantage of the reach enjoyed by the Italian company in several countries where its products are not being sold presently. The move of hostile takeover follows Chilliano’s rejection to an agreement entered a year back. At that time Chilliano was suffering losses and it offered majority shares at a price of € 2
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erstwhile British Steel Major at a price of 608 pence per Corus share totaling $12.1 billion/ Rs 54‚000 crore/ £6.1 bn‚ which was five pence per share higher than the offer of Brazil’s CSN (Companhia Siderugica Nacional). The deal is the largest Indian takeover of a foreign company‚ and creates the world’s fifth-biggest steel company from the present 56th rank. Benefits of TATA-CORUS merger deal to the stakeholders of TATA Steel Short-Term Implications Investors with a one-to-two year perspective may
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Directors have powers to take majority business decisions on behalf of companies. Under the present rules‚ directors’ duties are enshrined in the common law rules and equitable principles as well as in statutes such as the Companies Act 1985 as amended by Companies Act 1989. It is considered that these principles lack certainty and are not easily accessible. Quite often‚ directors usually have to take advice in these kinds of areas so that they do not accidentally breach any duty enshrined in the
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Mergers and Acquisitions in Global Scenario By Shahwar Gul In the post- liberalization era‚ the demand for intense growth and development in business has paved the way for the companies to undergo the process of amalgamation‚ takeover‚ reconstruction and re-organization. Mergers and acquisitions have become imperative tools in structuring a new generation of organizations with the clout and resources to withstand and compete on a global basis. The field of M&A has undergone drastic and dramatic
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been the centerpiece of one of most higly contested hostile takeover battles ever seen on the Europian continent‚ LVMH Moet Hennessey Louis Vuitton (France) acquired a large interest in the Gucci Group (Italy and Netherlands) in January 1990. Gucci accused LVMH of undertaking a "creeping acquisition" and refused to cooperate in LVMH’s efforts to gain representation in Gucci’s management. The case details the actions of the purported takeover attempt‚ and the defense mechanisms employed by Gucci. The
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Corporate Level Strategies Kinds of Grand Strategies: * Stability Strategies * Growth Strategies * Retrenchment Strategies * Combination Strategies Stability Strategies The basic approach is ‘maintain present course: steady as it goes.’ In an effective stability strategy‚ companies will concentrate their resources where the company presently has or can rapidly develop a meaningful competitive advantage in the narrowest possible product-market scope consistent with the firm’s
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