By N. Hubbard
Conquering international Markets deals tests of the problems, data, situations, and top practices of mergers, acquisitions, joint ventures and alliances through the global. utilizing info gleaned interviews with CEOs, the booklet presents insights into making worldwide M&As profitable.
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Additional info for Conquering Global Markets: Secrets from the world’s most successful multinationals
Bearing in mind the significant risks and challenges highlighted when going global, respondents were asked what benefits they saw in global expansion. The answers fell into several categories: the opportunity for global growth and entry into new markets, the diversification of geographic risk, access to more diverse human resources, ability to serve global customers more effectively, and finally market perceptions. Market entry Without a doubt the overwhelming benefit of going global was seen to be the ability to enter new markets and thereby expand one’s top-line growth.
1). The amount of large-scale acquisition activity from some of these countries is quite surprising. For example, Kazakhstan corporations made 11 acquisitions of over $1 billion each during a five-year period beginning in 2007. 2 Percentage of emerging market globalizers in M&A mega deals worth greater than $1 billion Source: Raw data provided by Thompson Financial. 1 Total mega-deal acquisitions between 2007 and 2011 featuring emerging market countries Acquirer’s Country of Origin Total Number of Mega Deals Acquirer’s Country of Origin Total Number of Mega Deals Angola Brazil Chile China Columbia Egypt Equatorial Guinea Hong Kong India Kazakhstan Kuwait Malaysia Mauritius Mexico Morocco 1 63 2 72 7 1 1 19 19 11 4 15 2 19 2 Papua New Guinea Philippines Qatar Russia Saudi Arabia Singapore South Africa South Korea Taiwan Thailand Turkey UAE Uganda Ukraine Venezuela 1 7 10 72 5 24 17 39 4 10 2 32 3 2 3 Source: Raw data provided by Thomson Financial.
There are certainly numerous examples of how organizations have expanded initially on the basis of shorter culture distance even if they did so through acquisition. Almost 90 percent of Spain’s outward investment has targeted either fellow European countries or Spanish colonies in Latin America (Sudekum, 2010). 1) with five mega deals in four years spanning four Spanish-speaking countries. Recently, however, firms are increasingly finding alternative routes to internationalization that do not follow the Uppsala path due to rapidly moving industries as well as the transformational changes discussed in Chapter 2.