Product details

By continuing to use our site you consent to the use of cookies as described in our privacy policy unless you have disabled them.
You can change your cookie settings at any time but parts of our site will not function correctly without them.
Case
-
Reference no. P312-013-1
Portuguese language
Authors: Adrian Caldart (AESE Business School); Pedro Leao (AESE Business School)
Published in: 2012

Abstract

This is a Portuguese version. The case is centered on Galp’s strategic initiative to strengthen its position in the Spanish fuel distribution market. Specifically, we analyze the reasons which led Galp to buy Agip’s Spanish operations detained by ENI (in its turn, also a large shareholder of Galp) and of Exxon's Spanish operations. The first year of the integration process of the three companies is also analyzed. The case is used in advanced Strategy courses, with the objective of discussing complex organizational situations, as are those of post-merger integration processes. It may also be used in a specific course on Mergers and Acquisitions.
Location:
Industry:
Size:
> 10,000 employees
Other setting(s):
2008-2009

About

Abstract

This is a Portuguese version. The case is centered on Galp’s strategic initiative to strengthen its position in the Spanish fuel distribution market. Specifically, we analyze the reasons which led Galp to buy Agip’s Spanish operations detained by ENI (in its turn, also a large shareholder of Galp) and of Exxon's Spanish operations. The first year of the integration process of the three companies is also analyzed. The case is used in advanced Strategy courses, with the objective of discussing complex organizational situations, as are those of post-merger integration processes. It may also be used in a specific course on Mergers and Acquisitions.

Settings

Location:
Industry:
Size:
> 10,000 employees
Other setting(s):
2008-2009

Related