Subject category:
Finance, Accounting and Control
Published by:
International Institute for Management Development (IMD)
Version: 10.04.2003
Length: 28 pages
Data source: Published sources
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https://casecent.re/p/11757
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Abstract
The Kvaerner case concerns the agreed acquisition by a Norwegian company of a UK based conglomerate with a very poor track record. The effect is to double the size of the enterprise, both in turnover and employment terms. The issues are post merger integration, synergy capture, cultural conflicts and management capacity. Other concerns are the price paid, the way in which the deal was financed, and the pressures to achieve an orderly asset disposal program. In addition, the question of investor relations becomes important, particularly Kvaerner''s strategy of growth by acquisition.
Location:
Industry:
Size:
USD6 billion turnover
Other setting(s):
April 1996
About
Abstract
The Kvaerner case concerns the agreed acquisition by a Norwegian company of a UK based conglomerate with a very poor track record. The effect is to double the size of the enterprise, both in turnover and employment terms. The issues are post merger integration, synergy capture, cultural conflicts and management capacity. Other concerns are the price paid, the way in which the deal was financed, and the pressures to achieve an orderly asset disposal program. In addition, the question of investor relations becomes important, particularly Kvaerner''s strategy of growth by acquisition.
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Location:
Industry:
Size:
USD6 billion turnover
Other setting(s):
April 1996