By Suseela Yesudian
Award profitable case experiences targeting the expansion of innovation in India.
Read Online or Download India: Acquiring its Way to a Global Footprint PDF
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There was considerable historical data in the data warehouse, but with acquisition and integration UPL felt that most of the data was now to be regarded as junk. UPL themselves went in for BI seeing what Cerexagri could accomplish. After Cerexagri there have been seven more migrations with Cerexagri units and Icona. However, Advanta India moved from Foxpro to Tally and later on migrated to SAP, Pacific Seeds used Pronto while Golden Seeds was on Tally. Advanta was seen to be weak in terms of systems, and the challenge seemed to be to work out an appropriate migration path.
These proposals originated from a variety of sources, including the targets themselves who approached UPL as an acquirer, from bankers who recognised UPL’s ability to come up with speed in concluding a deal and also from the UPL marketing field force who perceived a fit between a potential target’s products, markets or technologies with UPL. UPL ensured that its internal capabilities to effect an acquisition at high speed were at all times in place. Between 2002 and 2008 the average time frame between opportunity, identification and conclusion of the deal was eight months, with the fastest on record being the acquisition of Agrodan in just 24 hours and the longest drawn-out deal being MTM which took 18 months.
The Unza team was hosted by the Wipro team during their visit to Wipro offices in Bengaluru, and this, combined with the other initiatives, helped towards building a level of comfort among Unza and Wipro management. 2 Assimilation of financials of Wipro Consumer Care with Unza A team comprising of financial experts from WCCLG were sent to the Unza offices in Singapore and Malaysia and other locations, in order to train the Unza officials in the accounting standards and practices followed by Wipro.