Acquisitions

Case Solution for Amtek Auto Ltd.: From Acquisitions to a Financial Crisis

Case Solution & Analysis for Amtek Auto Ltd.: From Acquisitions to a Financial Crisis by Gaurav Singh Chauhan, Gunjan Tomer.

Complete Case details are given below :

Case Name :      Amtek Auto Ltd.: From Acquisitions to a Financial Crisis
Authors :           Gaurav Singh Chauhan, Gunjan Tomer
Source :              Ivey Publishing
Case ID :           9B16N012 / W16294
Discipline :        Finance
Case Length :    17 pages
Plagiarism : NO (100% Original work)
Description for case is given below :
In the summer of 2015, India-based Amtek Auto Ltd., one of the country’s largest companies in the manufacturing of automotive components, was on the brink of financial ruin. After more than a decade of being immersed in a spending spree on acquisitions to build capacity and expand its clientèle in both the European and Asian auto markets, Amtek’s stock plummeted by 50 per cent within two days as nervous investors worried about the company’s ability to make its scheduled debt payments. Tensions were high as the company faced mounting pressure over its liquidity issues, and after reporting a net loss for the first time in two decades. With rumours of bankruptcy on the horizon, what steps could the company take to decrease its debt burden at a time when the automotive industry was in a slump? Should Amtek consider selling off some of its assets to raise the needed cash, or should it look to banks and investors?
 
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Case Solution for Adcock Ingram: Decisions and Motives That Steer Acquisitions

Complete Case details are given below :

Case Name :      Adcock Ingram: Decisions and Motives That Steer Acquisitions
Authors :           Charlene C. Lew
Source :             Ivey Publishing
Case ID :            910C08
Discipline :        Human Resource Management
Case Length :    16 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The case sketches the story of a charismatic and ambitious young business leader who, through value-adding commercial transactions, has helped set a South African pharmaceutical company, Adcock Ingram, on a trajectory of growth. The case reader meets up with him in May 2009 when he faces lack of closure and an ambiguous outcome to an offer to acquire a smaller pharmaceutical company. The case demonstrates the power of relationships, where the ambitions of different parties around the negotiations table and the incentives that shape their alliances can make or break a strategic business deal. As opposed to presenting a strategic decision-point for class discussion, the case presents students with an opportunity to analyze an unfavorable outcome of a business deal, and build a concept of behavioral requirements of success in business transactions. The case has been designed for class discussion and analysis of factors of leadership that underpin or influence acquisitions. As opposed to an analysis of the commercial rationale of an acquisition, it focuses on the behavioral components of leadership decision-making and their effect on business results. The case can provide a platform for the discussion of motives, interpersonal skills and relationships, and business activities in acquisitions.
 
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Case Solution for Tata Chemicals Ltd.: Global Acquisitions

Complete Case details are given below :
Case Name :      Tata Chemicals Ltd.: Global Acquisitions
Authors :           Vasant Sivaraman, Varun Madan
Source :             Ivey Publishing
Case ID :            W14534
Discipline :        General Management
Case Length :    10 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
This case deals with the revitalization of Tata Chemicals Ltd. (TCL) by way of significant international acquisitions in the first decade of the new millennium. Set in 2011, TCL has a decision to make on the potential acquisition of a stake in a North American early stage potash development company. This acquisition could allow TCL to set up a fertilizer plant, which might give the company a jumpstart just as earlier acquisitions had helped the company to be ranked number two in the world in soda ash production. As backward integration can be a risky strategy, the acquisition needs to be carefully considered in terms of when to integrate and when to rely on market-driven contractual arrangements.
 
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