SINGAPORE/BEIJING (Reuters) - China is set to ramp up acquisitions of overseas oil and gas companies to feed its soaring growth in energy demand as the country overtakes the United States as the world's...
DETROIT/GOTHENBERG/NINGBO (Reuters) - It was a miserable winter day in January 2007, the kind that makes auto executives in the Motor City wonder why they hold the Detroit Auto Show at the most inhospitable...
It's a timeline story in both front and back stage of the acquisition Volvo by the Chinese carmaker Geely. It gives us lots of insights behind the deal and basic understanding of the scenario.
An article written by two people very close to the whole Geely-Volvo deal since the beginning. But it concentrates on the side of cultural integration at the post-merger period mainly because the particularity of Geely as a parent company with little experience in both operating and business side comparing to Volvo.
An article by Mona Pearl Executive Summary • Three out of five cross-border M&A deals do not live up to expectations, mainly due to culture clash, poor due diligence, and contrasting management styles.• With the growing trend of cross-border transactions,...
This article interested us mainly in its part of culture due diligence in pre-merger phase and the post-merger phase of cultural integration. Besides, it mentions how to avoid cultural pitfalls and finally to seal the deal
Chinese overseas mergers and acquisitions reached a new high in the first half of the year, with deals getting bigger in size and higher up on the value chain, global accounting firm Deloitte Touche Tohmatsu said in a report released on Tuesday.
The article talks about the situation of China’s M&A overseas activates in the first Half of 2013. It mainly interested in the sectors chosen by the Chinese enterprises and explained the potential motivations.
Asia Times Online. The Asia News Hub providing the latest news and analysis regarding economics, events and trends in business, economy and politics throughout Asia.
By highlighting the recent major China’s cross-border M&A deals, the article disused the major challenge and opportunities that the Chinese firms may face. It also interested in the reasons why a tremendous growing in overseas M&A in the last decades.
It mainly discusses the implement strategies that Lenovo used regarding the cultural integration as a Chinese company. The article explains in detail the restructuring on both management organization and board member in terms of integration at post-merger period.
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