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Acquisition, Building Culture and Value-Chain: An Empirical Study

Author Affiliations

  • 1Administrative-cum-Accounts Officer & Head of Office, Sardar Swaran Singh National Institute of Renewable Energy Ministry of New & Renewable Energy, Govt. of India, Wadala Kalan, Kapurthala, Punjab, INDIA

Res. J. Family, Community and Consumer Sci., Volume 1, Issue (7), Pages 6-10, September,27 (2013)


This paper is an attempt to solve the mystery of mergers and acquisitions and the deal structuring process. Mergers and acquisitions are an essential vehicle for corporate evolution. The term “mergers and acquisitions (Mand As)” encompasses a widening range of activities, including joint ventures, licensing, spinoffs, equity carve outs, tracking stocks, restructuring, alliances, and other corporate interactions such as network relationships. The various issues raised are broad and complex, from tax and securities laws to antitrust and corporate laws. It also described the various approaches to the value chain Analysis. The last part of the lesson explained, how the Value Chain Analysis could be used in internal analysis. A good way to begin an organizational analysis is to ascertain where firm’s products are located in the overall value chain. A value chain is a linked set of value creating activities beginning with basic raw materials coming from suppliers, moving on to a series of value added activities involved in producing and marketing a product or service, and ending with distributors getting into the final goods into the hands of the ultimate consumer. The focus of value chain analysis is to examine the corporation in the context of the overall chain of value creating activities, of which the firm may only be a small part.


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