Subject category:
Strategy and General Management
Published by:
Harvard Business Publishing
Version: 28 September 1993
Length: 23 pages
Data source: Field research
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Abstract
Rhone-Poulenc, France's largest chemical firm, with revenues of more than USD7 billion in 1985, seeks to dramatically expand its presence in the United States. From 1986 to 1990, Rhone-Poulenc undertakes 18 separate acquisitions, ranging from small entrepreneurial firms to large divisions of Union Carbide, Monsanto, and Stauffer Chemicals. Having made these acquisitions, however, the French firm is faced with challenges of integrating many disparate operations into a coherent American affiliate. The problem is complicated by differences in the nature of competition (global agrichemicals versus domestic basic chemicals), differences in the attitudes of the acquired employees, and an initial lack of confidence on the part of the acquiring firm. By the end of the case, Rhone-Poulenc management faces a specific choice regarding the best way to integrate several recent acquisitions in the field of specialty chemicals.
Locations:
Industry:
Size:
USD15 billion revenues, 80,000 employees
Other setting(s):
1986-1990
About
Abstract
Rhone-Poulenc, France's largest chemical firm, with revenues of more than USD7 billion in 1985, seeks to dramatically expand its presence in the United States. From 1986 to 1990, Rhone-Poulenc undertakes 18 separate acquisitions, ranging from small entrepreneurial firms to large divisions of Union Carbide, Monsanto, and Stauffer Chemicals. Having made these acquisitions, however, the French firm is faced with challenges of integrating many disparate operations into a coherent American affiliate. The problem is complicated by differences in the nature of competition (global agrichemicals versus domestic basic chemicals), differences in the attitudes of the acquired employees, and an initial lack of confidence on the part of the acquiring firm. By the end of the case, Rhone-Poulenc management faces a specific choice regarding the best way to integrate several recent acquisitions in the field of specialty chemicals.
Settings
Locations:
Industry:
Size:
USD15 billion revenues, 80,000 employees
Other setting(s):
1986-1990