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. 9B19MC058
Simplified Chinese language
Published by: Ivey Publishing
Originally published in: 2019
Version: 2019-06-14
Revision date: 16-Jan-2020

Abstract

This is a Simplified Chinese version. In August 2016, Foxconn Technology Group (Foxconn) acquired a majority stake for USD3.8 billion in Sharp Corporation (Sharp), which was on the verge of bankruptcy. In addition to gaining more liquid crystal display (LCD) capacity, Foxconn was combining Sharp's advanced technology and marketing resources with its own to expand and move up the value chain in both research and development and brand building. However, the post-acquisition integration to realize such value-creation potentials faced several challenges, including the probability that Sharp's Japanese style of management might not assimilate well within Foxconn's organization. Now in 2018, what should Foxconn do to seamlessly integrate the two entities? How could Foxconn achieve its efficiency, cost, and innovation goals while moving toward becoming the technology leader and successfully creating its own global brand?

Teaching and learning

This item is suitable for undergraduate and postgraduate courses.
Locations:
Industry:
Size:
Large
Other setting(s):
2018

About

Abstract

This is a Simplified Chinese version. In August 2016, Foxconn Technology Group (Foxconn) acquired a majority stake for USD3.8 billion in Sharp Corporation (Sharp), which was on the verge of bankruptcy. In addition to gaining more liquid crystal display (LCD) capacity, Foxconn was combining Sharp's advanced technology and marketing resources with its own to expand and move up the value chain in both research and development and brand building. However, the post-acquisition integration to realize such value-creation potentials faced several challenges, including the probability that Sharp's Japanese style of management might not assimilate well within Foxconn's organization. Now in 2018, what should Foxconn do to seamlessly integrate the two entities? How could Foxconn achieve its efficiency, cost, and innovation goals while moving toward becoming the technology leader and successfully creating its own global brand?

Teaching and learning

This item is suitable for undergraduate and postgraduate courses.

Settings

Locations:
Industry:
Size:
Large
Other setting(s):
2018

Related