Riassunto analitico
In a world that is more and more globalized, many companies decide to operate in foreign markets in order to increase their competitiveness through the acquisition of knowledge, technologies, or resources: this process is the so-called internationalization. Internationalization strategies are grouped under three different types: export modes, intermediate entry modes and hierarchical entry modes. Through a focus on hierarchical modes, in particular on mergers and acquisitions, the objective of this script is to understand how companies structure these operations, from the key factors that drive a firm in that decision to the post-operations phases and why some of these operations fail. Traditionally scholars focused only on financial and strategic factors to explain failures in mergers and acquisitions, however, part of the literature has more recently started to analyse the so called “soft” factors, like organizational culture and human factors. The script is divided into two different sections. The first part – referring to the literature review – describes in theory internationalization strategies, focusing on the acquisition process. The second section refers to a concrete case of acquisition developed by Tetra Pak, global leader for processing and packaging solutions and it is based on internal data analysis and on interviews executed to Tetra Pak employees involved in the acquisition process, as well as to the CEO of the acquired company. From this example is possible to understand concretely how companies structure the acquisition process and which departments are firstly uniformed and integrated.
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Abstract
In a world that is more and more globalized, many companies decide to operate in foreign markets in order to increase their competitiveness through the acquisition of knowledge, technologies, or resources: this process is the so-called internationalization.
Internationalization strategies are grouped under three different types: export modes, intermediate entry modes and hierarchical entry modes.
Through a focus on hierarchical modes, in particular on mergers and acquisitions, the objective of this script is to understand how companies structure these operations, from the key factors that drive a firm in that decision to the post-operations phases and why some of these operations fail.
Traditionally scholars focused only on financial and strategic factors to explain failures in mergers and acquisitions, however, part of the literature has more recently started to analyse the so called “soft” factors, like organizational culture and human factors.
The script is divided into two different sections.
The first part – referring to the literature review – describes in theory internationalization strategies, focusing on the acquisition process.
The second section refers to a concrete case of acquisition developed by Tetra Pak, global leader for processing and packaging solutions and it is based on internal data analysis and on interviews executed to Tetra Pak employees involved in the acquisition process, as well as to the CEO of the acquired company.
From this example is possible to understand concretely how companies structure the acquisition process and which departments are firstly uniformed and integrated.
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