Titlebook: India: Acquiring its Way to a Global Footprint; Suseela Yesudian Book 2012 Palgrave Macmillan, a division of Macmillan Publishers Limited

Additive

简洁

,United Phosphorus Ltd — Acquisition as a Business Process,presence of US $1.5 billion in a global market of US $70 billion. In the agrochemical market it primarily manufactures generics which it sells to formulators. However, in a string of brand and corporate acquisitions commencing 1996, UPL laid the foundations for a growing presence in end-user markets

Fracture

,Videocon’s Strategic Acquisitions to become a Global Player in Consumer Electronics,France. The acquisition granted them access to several plants around the world, which had a combined manufacturing capacity of 19 million units of CPTs per year. For Videocon, this meant that they were now in the same league as global market leaders like LG-Philips, Samsung and Matsushita.

继承人

Criteria

Interdict

Suzlon Energy Ltd: Making Foray Abroad,ansion. There were mixed opinions about his effort to make Suzlon a vertically integrated company. In spite of its success, it was still not clear whether Suzlon should go ahead with more acquisitions and integrate the firm further. Certain decisions about its future expansions were also pending and

opportune

Hindalco vs. Novelis: A Case on Acquisition,May 2007. This acquisition was done to gain immediate scale and a global footprint. Acquiring Novelis would also give Hindalco access to sheet mills that supplied to can manufacturers and auto companies. By investing in downstream Hindalco would go up the value chain and become a world leader in dow

Antagonist

neolith

,Tulsi Tanti — Suzlon’s Green Warrior,ompetitive bidding conditions, and many felt that this had driven the price up for the deals. These were the largest purchases by an Indian company in Belgium and Germany respectively. Would these acquisitions generate value and help take the company forward in its plans to dominate the renewable en

协奏曲

Tata Group: The Benign Hunter,ational markets. Although many of these acquisitions had been successful, in contrast to the average 70 per cent failure rates for acquisitions worldwide, some analysts were beginning to believe that Tata were making too many acquisitions and that successful integration would not last for very long.