hr challenges in mergers and acquisitions
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HR Challenges in Mergers and Acquisitions
The rapid changing business scenario in the market place, due to the globalization
phenomenon, growth in the outsourcing mode of working, the need to speed up growth,
and the shortening of product cycles, has forced companies to think about using
"mergers and acquisitions" as a part of their business strategy, to meet their business
goals. Depending on how the two companies see their position in the merger, they
would broadly fit into one of the four situations - rescue, partnership, adversarial, hostile.
Regardless of the reasons for the merger the objective is to produce advantages for
both the buying and selling companies, that is, the resultant entity should be greater
than the sum total of the individual entities.Value (A+B) > Value (A) + Value (B) While
there are many reasons cited for failures of mergers, the key area that has become very
important, is to understand the process of managing the human resources in a way
where they are not only retained, but also collaborate effectively to contribute higher
levels of performance.
Defining merger?
A merger occurs when one company is combined with and totally absorbs another.
Operations, facilities, and functions are rationalized and combined for maximum
efficiency. The cultural beliefs, norms, and infrastructure of the acquired organization
generally change to the acquiring culture for the integration purposes. The acquired
organization effectively loses its identity. Acquisition is a process used to transfer stocks
or assets from one company to another (from seller to buyer). The process of
acquisition can take place as a purchase of stock, purchase of assets, or a merger.
Acquisition is a generic term used to communicate the transfer of ownership. A merger
may or may not be a part of an acquisition. One can do an acquisition followed by a
merger or by means of a merger, or one can also do an acquisition where no merger
takes place. The main objectives for mergers could be summed up as below:-
Horizontal mergers for market dominance or economies of scale
Vertical mergers for efficient channel control
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Hybrid mergers for spreading risk, cutting costs, creating synergies, or could also
be a defense mechanism to survive against competition
Growth for global reach
Survival by developing a critical mass
Acquiring cash, deferred taxes, or even excess debt capacity
Acquire a bigger asset base to leverage borrowing
Top line growth objective, financial gains and personal power
Adding a core competency to provide more combinations of products and
services
To acquire talent, knowledge, and technology (lately, this is becoming a very
important reason)
The challenges faced in the process of integrating the workforce are many. While one
would expect that a merger would bring about a growth quite easily, a majority fall short
of their goals and objectives. While some failures can be explained by financial and
market factors; a substantial number can be traced to neglected human resource issues
and activities.
The problem
Mergers are failing to meet their objectives. In the last decade, mergers and acquisitions
have become a worldwide growth story, despite the high risks attached, and the
information that over 85% of them have failed during the process of integration. It has
been determined that most cases of failures have been because of employees not
being able to adjust to the new environment, and/or many good employees leaving the
organizations during the process of the integration. Despite a well planned strategy
acquisitions have found to be a failure, and the main reason attributed for the failure is
the challenges faced in managing people related issues.
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Some reported findings People are the key to making a merger work, and it is the
people-related problems like, culture clashes, management disputes, loss of talent and
the inability to manage change, which are the basic reasons why mergers fail. The top
seven obstacles to achieving success with a merger or acquisition are:1.
1. An inability to sustain financial performance
2. Loss of productivity
3. Incompatible cultures
4. Loss of key talent
5. A clash of management styles
6. An inability to manage / implement change
7. Objectives / synergies not being well understood
All these obstacles are either directly or indirectly related to the strategic management
of people and that cultural differences between companies may be the single highest
barrier to success. HR professionals usually have little involvement at the pre-deal
stage, which goes a long way to explaining why people, organization and culture issues
tend to get overlooked, the usual members of the deal team not being trained to identify
or assess such issues. Stages of a Merger A merger has a profound effect on the
people of both companies, and managing this impact is an important part of managing a
successful transition to a unified leadership, business model, and organization. By
recognizing and responding appropriately to the impact of the deal on each employee,
HR managers can set the tone for long-term success or failure of the new company. In
the pre-deal stage, it is the Organizational Design that needs focus, particularly
assessing and selecting the right leadership talent - Right people in the Right Positions.
Remuneration also plays a key role and needs to be considered from the multiple
perspective of strategy impacting employer, employee, and cost. Maintaining and
building morale and loyalty, and treating people fairly are the other areas in this stage
that plays a significant role. In the post-deal stage, it is the responsibility of the HR to
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plan and manage the integration process. Given below are some reasons that resulted
in successful integration.
Detailed HR due diligence
Employee communication
Talent retention and selection
Integrating the HR function
Integrating pay and performance management programs
HR planning and project management
Leadership development
Change management and culture
Cultural integration The major sub-area of the HR challenges faced in a merger is the
issue about culture. It is also the most difficult area to understand and get right in
combining two or more organizations. Cultural integration is a major barrier to success
in a merger. Every organization has its own unique business culture. Companies may
be dominated by a sales mentality, or an engineer's rule. Some companies have a
culture of paternalism while others are more democratic and participative. Bringing two
different business cultures together in any transaction can create frictions. This situation
is further compounded when differences in national customs and language are added to
the mix. Fortunately, cultural differences are not insurmountable. The steps a company
can take to help reduce the potentially negative impact of culture differences. Anticipate
cultural challenges. Ask for guidance on cultural issues. Understand that cultural
differences can exist within the same country. Have a strategy for overcoming cultural
conflicts. Remain alert to the symptoms of the post-deal cultural clash. Recognize
that business culture in emerging markets does not stand still. The challenges faced on
the cultural integration, is suggested to be handled using these 8 steps.1.Build
transaction context and rationale 2. Determine degree of organizational integration 3.
Assess organizational behavior 4. Develop change hypothesis 5. Determine drivers of
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behavioral change 6. Design appropriate drivers 7. Implement change 8. Measure
and reinforce change outcomes
Change Management
Universally, change is an inevitable consequence of mergers. Achieving the optimum
value of any merger transaction usually requires some changes in the organizational
structure, operations, reward systems, and people. Change, has its problems, it is very
upsetting and dislocating, and hence a proactive management is needed for the change
to produce the anticipated benefits. Entrants to emerging markets should approach
change with full knowledge of the forces involved in the market dynamics and a clear
understanding of the local rules and the local culture in how the local workforce expects
to be treated. Some change management challenges can be avoided by solving them
as early as the stage before the deal is actually finalized. For example, reduction of the
workforce, changes in local leadership, etc.; the acquirer could insist that the target
company handles these issues as a pre-requisite to close the deal.The epicenter of
change is also important. In cultures where participative management is common, as in
the United States, success is more likely when top management and mid-level
managers jointly identify problems and create change solutions. In other cultures,
including many in emerging markets, a top-down approach to change is more
appropriate. Nevertheless, an acquirer should involve local management in the change
process. Bringing in expatriates to manage or lead is likely to create resentment and
thereby resistance. Thus, it is recommended that one should observe the principles of
successful change management:
Communicate with employees on the necessity of change
Explain how change will benefit them
Provide visible incentives for change
Manage the stresses that go hand-in-hand with workplace change
Get it done quickly, even as the market environment is changing
Establish a clear and visible link between change and business improvement.
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The book "Successful Mergers - Getting the People Issues Right" Marion Devine has
suggested the lists of M&A synergies which include both tangible and intangible assets,
such as:-
Corporate brands and well defined reputation
Capital and new streams of revenue
Core competencies in management or business processes
People who possess unique skills or customer relationships
Needed elements of a culture or operating environment
Management resources
It adds, that many of these assets are people based. Employees at every level of the
organization help to forge a corporate brand identity and reputation. Conclusion The
business strategy / need of a merger can be successful only when the merger
contributes a performance level that is greater than the sum of the individual
performances. This also means that the existing workforces would need to come
together and derive synergic collaboration benefits to generate higher levels of
performance. This leads to the conclusion that in any M&A, HR issues need to be
addressed very effectively, and the teams not just retained but also motivated to work
together collaboratively. The success level is thus directly proportional to the effective
handling of the integration of human resources. The needs that clearly emerge are:-
1. Strong need to manage the human assets to realize the full benefit of the merger.
2. Need to communicate the vision and business plans as early as possible to the
employees of both the companies.
3. Need to involve HR in due diligence stage - to understand the cultural factors that
could impact the work force integration, and also to estimate the costs ofintegration.
4. Need to develop the new business goals and the organization structure to meet
them. Further, it is essential to map the competencies of the people and integrating
the findings to the organization structure.
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5. A dedicated team to handle mergers would be beneficial in the process of
integration, as they can be seen as neutral bias, and working with clear objectives
of integration for the new objectives.
6. A process of communicating a clear message quickly, and then continuously stayin contact, is essential.
7. A point of contact must be established for employees to contact for clarifications,
and this person should have access to senior management to be able to respond to
the queries quickly.
8. A high priority must be given on managing employees with unique skills, and the
ones who influence customers.
9. Engage employees in productive work to manage their commitment levels.
The study brings out that for mergers to be successful, it is important to address issues
revolving around
1. Clarity - provided at the earliest and constantly addressed to satisfy queries from
employees is a must manage situation. Companies must look at establishing
suitable processes that could be set up to manage this as suited to their work
environment.
2. Competence - must be the focus area to assess quickly and establish its link to
the new business plans and strategies. It is important to be able to utilize the
existing competencies to further the objectives of the company.
3. Commitment - from all employees needs to be obtained, and this is possible by
bringing into alignment current and future needs of employees with the objectives
of the company.
Recommendations The following recommendations are being put forth for companies to
consider in making the process of mergers useful in retaining the people, and thereby
protecting perhaps the most valuable assets that the company has acquired.
1. Evolve a clear vision and business strategy of the merger during the process of
negotiation, and have it ready for communication across the two companies.
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The Impact of Culture on Mergers & Acquisitions
Gene Gitelson, John W. Bing, Ed.D., and Lionel Laroche,
Ph.D., P.E.According to a KPMG study, "83% of all mergers and
acquisitions (M&As) failed to produce any benefit for
the shareholders and over half actually destroyed
value". Interviews of over 100 senior executives
involved in these 700 deals over a two-year period
revealed that the overwhelming cause for failure "is
the people and the cultural differences". Difficulties
encountered in M&As are amplified in cross-cultural
situations, when the companies involved are from two
or more different countries.
Seven Pitfalls on the Path to
Merger Success
Merger success is possible; however, being part of the
17% that succeeds, rather than the 83% that does not
deliver, requires more than insight. Merger success is
based on acceleration, concentration and creating a
critical mass for operational change (adaptation).
Up to the point in the transaction where the papers aresigned, the merger and acquisition business is
predominantly financial - valuing the assets,
determining the price and due diligence. Before the ink is dry, however, this financially-driven deal becomes a human
transaction filled with emotion, trauma, and survival behavior - the non-linear, often irrational world of human beings
in the midst of change.
The seven pitfalls represent the critical and vulnerable areas of the M&A transaction. These areas must not only be
valued for their negative impact on the critical success factors that drove the "deal", they are the very agenda for the
organization's action in the critical first 90 days of the new entity.
In the case of international mergers and acquisitions, the complexity of these processes is often compounded by the
difference in national cultures. People living and working in different countries react to the same situations or events
in very different manners.
Therefore, a company involved in an international merger or acquisition needs to consider these differences right
from the design stage if it is to succeed.
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Pitfall #1: Preoccupation
In Canada, individual preoccupation with "How is this all going to impact me?" weakens commitment to the job at
hand. This, in turn, translates into people looking for work in other companies. Often a firm in the midst of transition
loses some of its own talent - strengthening the competition.
In countries where people identify largely with groups, people tend to look for support within their group. In France
and Italy, people caught in the midst of a merger or acquisition often turn to unions. If unions cannot provide answers
because they have been excluded from the negotiation process, they are likely to go on strike. These strikes may do
much more damage to the organization than comparable Canadian strikes; for example, the strike by French railroad
and subway workers in December 1995 resulted in the demise of the Jupp government.
What is less apparent is the pervasive loss of productivity of those who remain. Studies indicate that line employees
and managers at all levels lose a minimum of 15% of personal effectiveness as a result of rumors, misinformation,
and worry. They also indicate that teams tend to break down and become less effective during mergers and
acquisitions.
To quantify these losses, determine the number of individuals involved, multiply by their fully-loaded hourly wage,
consider just one hour lost to confusion, waiting for clarity, figuring out who should do what to whom (assuming you
know who "whom" is) and a likely job search. This is how much productivity is lost per day to the company (and the
new owners). Multiply this by 65 (there are 65 working days per quarter) and compare this number with the amount in
gross sales revenue that the firm will have to generate to the bottom line to offset this loss in productivity.
The strategy: Acceleration. Speed the integration to reduce the uncertainty and anxiety. Delayed decisions to "ease
the pain" only magnify and sustain the pain and prevent the company, the individuals and /or the groups from getting
on with the work and their lives. In the case of international M&A's, ensure that both individual and collective concerns
are addressed.
Pitfall #2: List-making
You may also call it compulsive-obsessive list-making; whatever the name, it's real. In the face of overpowering
uncertainty and rising fears of insecurity, it will happen. Making comprehensive lists is a very logical response to
one's world thrown upside down. Lists of things to do fill the space and suppress the anxieties; they even make
sense, except to the bottom-line and the economic drivers that were the very basis of the merger.
As soon as the merger is announced and the first calls to action proclaimed, the reality sinks in. The "list" is
overwhelming. Personal and departmental needs drive the allocation of resources. Quickly, as the days build, there is
a widening disconnect between the financial and market-based goals of the merger and real-time allocation of effort.
Tolerance for uncertainty varies widely around the world and this variation can play havoc in international M&As. For
example, Mexicans tend to require more structure and definition of their role and responsibilities than do Canadians.
When a Canadian corporation acquires a Mexican company, its Mexican employees are often looking for information
and structure that is not forthcoming, because their new Canadian managers deem it unnecessary. The Mexican
organization often grinds to a halt, since Mexican employees are unlikely to go and ask for the information they need,
since this may be viewed in Mexico as questioning management's authority.
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The strategy: Concentration. During the first 90 days, focus and get everyone to focus on the 20% of the goals that
yield 80% of the economic value. Dealing with uncertainty explicitly is critical to the success of M&As.
In the case of international M&As, the economic value of a foreign organization may not be where its Canadian
partners expect it. For example, a Canadian company acquiring a company operating in a country where the
government controls much of the economy may find that the value of its new acquisition lies more in the personal ties
between its managers and high level government officials than in its quality of service.
Pitfall #3: Organizational Proliferation
In Canadian organizations, many task forces, committees and integration teams are created to handle all the lists and
to plan new lists. Integration structures and transition teams designed to be all-inclusive and to represent a sign of
"new partnership" will weigh heavily on an organization seeking to keep its eye on its customers and the market.
More effort will be placed on temporary rules and reporting relationships than the work itself.
In the case of international M&As, this issue is compounded by the fact that organizational change is brought into
companies in different ways in different countries. For example, in countries where the sense of hierarchy is much
stronger than in Canada (like France and Mexico), change is brought about from the top and employees at all levels
expect new directions from their managers. This may paralyze cross-cultural M&As, since top Canadian managers
expect input from these teams and committees, while French members of these committees and teams expect
direction from their managers.
The strategy: Accelerate, concentrate and adapt. Form small, agile, quick-acting teams, including people from
both sides of the M&A, with a clear mission and empowered integration team managers with direct access to senior
management and to their support. Transitions do not need to be demonstrations of democracy in action.
Clear leadership and strong support is essential to these teams; without it, they often break down into sub-teams (one
sub-team for each side of the M&A). This is particularly common in the international case, since language and cultural
differences create significant communication issues.
Pitfall #4: Infrequent and irrelevant communication
Fear and a lack of all the answers deters top management from providing the information that customers,
shareholders and employees need to redirect their action to the value-added of the deal. Rumor fills mystery and
vacuums. When there is communication, it often lacks information and substance that explains and supports
stakeholders' interests.
In many international M&As, the working languages of the two organizations involved are not the same.
Communication can break down even when the employees of the foreign M&A target speak English. Consider the
case of a Norwegian - American joint venture. Because Norwegians tend to be more relationship-oriented while
Americans tend to focus on tasks, the parties almost came to blows over when and how to bring the discussions to a
conclusion. The Norwegians complained that they had not built up enough trust to negotiate final details and needed
more time. The Americans responded that they could not waste valuable time on further meetings and that the matter
should be settled by the legal team. Tension decreased when the teams realized that their goals were the same but
their ways of achieving them were quite different; a deal was eventually struck.
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The strategy: Accelerate, concentrate and adapt. Frequent communication, repeated at least 7 times through
multiple avenues - print, voice mail, e-mail, meetings, and video. In times of stress, the "noise" of survival and
uncertainty drowns out the message. Over-communicate and remember that responsibility for a message being
received lies with the sender as well as with the receiver. A recent PricewaterhouseCoopers survey of 124 mergers
indicates that those firms that implemented effective communications strategies showed better results in customer
focus, employee commitment and productivity than those firms that had a delayed communication strategy.
In the international case, communication often requires translation as well as adaptation. Indeed, the best way to
make a presentation and to reach an audience differs from country to country 1. The communication strategy needs to
take communication style preferences into account, as in the Norwegian - American example mentioned above.
Pitfall #5: Triangulation
Without clear lines of authority and clear understanding of where they fit in, employees and managers are caught in a
web of conflicting objectives and old loyalties. This type of organizational and personal strangulation robs the new
entity of the very energy it needs to overcome the losses in productivity.
The tolerance for "fuzzy", temporary organizational charts and decision-making processes depends on the countries
involved in the merger or acquisition. In hierarchical countries, like the Philippines, both organizational chart and
chain of command need to be clearly defined, more clearly than in Canada. If employees do not understand them,
paralysis often results. A Filipino employee reporting to two managers, as in a matrix organization, will likely be
quickly overwhelmed. He / she interprets the situation as having to meet two complete sets of expectations and
perform two separate jobs. For Filipinos, asking managers to discuss their conflicting requests would be viewed as
insubordination.
The strategy: Concentrate and adapt. Concentrate on substance rather than form, and focus on helping people
adapt. Management needs to provide the information that people need to be comfortable with the new organization;
this information depends on people's cultural backgrounds. In Canada, people need to know how they fit with thevalue drivers rather than short-lived organizational charts; such may not be the case in other countries.
Pitfall #6: The relatives
Not the "in-laws", but the relative forces of time and space. Time in a merger is accelerated, compressed and
merciless. In Canada, publicly held companies need to show clear results at the end of the first quarter after the
announcement. Individuals going through a merger have to work at an accelerated pace at the very same time that
the inner adaptation of change - personal and psychological transition - weighs them down and operates on personal,
rather than linear time.
Change is easy; inner adaptation is not. And time is relative - the leaders started their adaptation to the new reality far
before those who learned of the merger on announcement day. The leaders have ridden the wave and are way in
front of this shock wave now crashing down on the others. They wonder about why people don't seem to "get it" and
often mistake shock and confusion for resistance to the new realities.
The concept of time is also related to culture. While long-term in North America tends to mean three years, it means
up to 30 years in Japan. Consequently, Japanese strategy discussions are likely to take into consideration events
that Canadians consider irrelevant, since they are expected to take place beyond the Canadian planning horizon.
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Space is also relative. In an increasingly virtual world, those not "connected" in the same space and time feel
disconnected from the decisions and the center of the action. Irregular and incomplete communications at
headquarters becomes a daunting challenge for those who live in different time zones, regions, countries and
organizational units.
The strategy: Adapt. Adapt to the realities of change and transition - they are different experiences and each
individual will have their own way of going through them. Help guide and support employees through the endings that
they need to come to terms with before you expect them to embrace the new world. Provide temporary structures to
enable people and departments to navigate between the old ways and the new. Actively manage the merger across
time, space and organizations, keeping in mind the different concepts of time and space that may be at play. Create
the appropriate communications tools and the accountabilities and standards that will enable the organization to
better operate across time and space.
Pitfall #7: The guiding light
At a time when leadership and active management is most called for, the stress and uncertainties associated with the
merger causes an inward focus and a retreat to safe and high ground. More leadership is needed, at this time, thanless. One of the primary roles of a leader is to articulate a vision and inspire others to join in that vision. Proclaiming a
new vision and handing out laminated cards, however, does not create a new vision for the new entity. A clear new
vision captures the critical success factors and economic drivers that brought the entities together.
In the case of international M&As, the need for leadership remains, but the nature of leadership changes. Being a
good leader requires different skills and attributes in different countries. For example, charisma and a positive
personal image are important attributes of leadership in the U.S., more so than in Canada.
The strategy: Adapt. Only a new culture can create the context for true change to happen and hold. Changing
culture means changing behavior. One of the quickest way to effect change and create the new company is to place
in all key positions those individuals who are true representatives of the new culture and who can lead effectivelypeople on both side of the company's cultural divide. These people are the role models who demonstrate, with the
visible active support of senior management, what the new culture is.
Conclusion
These pitfalls of mergers and acquisitions challenge today's leaders to a new standard of managing change. The
strategy is clear - accelerate, concentrate, adapt, and in the case of international M&As, consider cultural differences.
The human and cultural issues that separate the 17% from the 83% are not about some abstract values or the "soft
stuff", but the concrete reality of productivity, economic value and sustained growth.
References
1 "On with the Show", L. Laroche, CMA Management, December 1999 / January 2000.
This article originally appeared in CMA Management, March 2001.
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Indian Mergers and Acquisitions: Thechanging face of Indian Business
Until upto a couple of years back, the news thatIndian companies having acquired American-European entities was very rare. However, this scenario has taken a sudden U turn. Nowadays,news ofIndian Companies acquiring a foreign businessesare more common than other wayround.
Buoyant Indian Economy,extra cash with Indian corporates, Government policies and newlyfound dynamism in Indian businessmen have all contributed to this new acquisition trend. Indiancompanies are now aggressively looking at North American and European markets to spreadtheir wings and become the global players.
The Indian IT and ITES companies already have a strong presence in foreign markets, however,other sectors are also now growing rapidly. The increasing engagement of the Indian companiesin the world markets, and particularly in the US, is not only an indication of the maturity reachedby Indian Industry but also the extent of their participation in the overall globalization process.
Here are the top 10 acquisitions made by Indian companies worldwide:
AcquirerTarget
Company
Country
targeted
Deal
value ($
ml)
Industry
Tata Steel Corus Group plc UK 12,000 Steel
Hindalco Novelis Canada 5,982 Steel
VideoconDaewooElectronics Corp.
Korea 729 Electronics
Dr. Reddys
LabsBetapharm Germany 597 Pharmaceutical
Suzlon
EnergyHansen Group Belgium 565 Energy
HPCLKenya PetroleumRefinery Ltd.
Kenya 500 Oil and Gas
RanbaxyLabs
Terapia SA Romania 324 Pharmaceutical
Tata Steel Natsteel Singapore 293 Steel
Videocon Thomson SA France 290 Electronics
VSNL Teleglobe Canada 239 Telecom
http://trak.in/Tags/Business/2007/05/30/india%E2%80%99s-new-found-confidence-global-acquisitions/http://trak.in/Tags/Business/2007/05/30/india%E2%80%99s-new-found-confidence-global-acquisitions/http://trak.in/Tags/Business/2007/07/02/the-indian-mergers-and-acquisitions-are-growing-exponentially/http://trak.in/Tags/Business/2007/07/02/the-indian-mergers-and-acquisitions-are-growing-exponentially/http://trak.in/Tags/Business/2007/04/30/the-indian-economy-can-it-be-stopped-somehow/http://trak.in/Tags/Business/2007/04/30/the-indian-economy-can-it-be-stopped-somehow/http://trak.in/Tags/Business/2007/04/28/indian-it-companies-flush-with-cash/http://trak.in/Tags/Business/2007/06/20/vijay-mallya-kingfisher-airlines-enters-overseas-market-biggest-airbus-order/http://trak.in/Tags/Business/2007/05/30/india%E2%80%99s-new-found-confidence-global-acquisitions/http://trak.in/Tags/Business/2007/07/02/the-indian-mergers-and-acquisitions-are-growing-exponentially/http://trak.in/Tags/Business/2007/04/30/the-indian-economy-can-it-be-stopped-somehow/http://trak.in/Tags/Business/2007/04/28/indian-it-companies-flush-with-cash/http://trak.in/Tags/Business/2007/06/20/vijay-mallya-kingfisher-airlines-enters-overseas-market-biggest-airbus-order/http://trak.in/Tags/Business/2007/05/30/india%E2%80%99s-new-found-confidence-global-acquisitions/http://trak.in/Tags/Business/2007/05/30/india%E2%80%99s-new-found-confidence-global-acquisitions/ -
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If you calculate top 10 deals itself account for nearly US $ 21,500 million. This is more thandouble the amount involved in US companies acquisition of Indian counterparts.Graphicalrepresentation of Indian outbound deals since 2000.
Have a look at some of the highlights of Indian Mergers and Acquisitions scenario as it
stands (Source: http://ibef.org)
Indian outbound deals, which were valued at US$ 0.7 billion in 2000-01, increased to US$ 4.3billion in 2005, and further crossed US$ 15 billion-mark in 2006. In fact, 2006 will beremembered in Indias corporate history as a year when Indian companies covered a lot of newground. They went shopping across the globe and acquired a number of strategically significantcompanies. This comprised 60 per cent of the total mergers and acquisitions (M&A) activity inIndia in 2006. And almost 99 per cent of acquisitions were made with cash payments.
Mergers and Acquisitions
The total M&A deals for the year during January-May 2007 have been 287 with a value of US$47.37 billion. Of these, the total outbound cross border deals have been 102 with a value ofUS$ 28.19 billion, representing 59.5 per cent of the total M&A activity in India.
The total M&A deals for the period January-February 2007 have been 102 with a value of
US$ 36.8 billion. Of these, the total outbound cross border deals have been 40 with a value ofUS$ 21 billion.
There were 111 M&A deals with a total value of about US$ 6.12 billion in March and April2007. Of these, the number of outbound cross border deals was 32 with a value of US$ 3.41billion.
There were 74 M&A deals with a total value of about US$ 4.37 billion in May 2007. Of these,the number of outbound cross border deals was 30 with a value of US$ 3.79 billion.
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8/3/2019 HR Challenges in Mergers and Acquisitions
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The sectors attracting investments by Corporate India include metals, pharmaceuticals, industrialgoods, automotive components, beverages, cosmetics and energy in manufacturing; and mobilecommunications, software and financial services in services, with pharmaceuticals, IT andenergy being the prominent ones among these.
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