By Tony Appleyard, Simon Pallett
Successful overseas Acquisitions investigates cross-border acquisitions with the purpose of the position of administration accounting within the procedure and drawing helpful classes in regards to the acquistion and integration method for practioners.
*identify the purchase procedure and view its extra price
*evaluate the tactic in either cultural and financial phrases
*consider the necessary administration keep watch over platforms had to enforce the method and evaluate this with the particular regulate platforms used
* evaluation what functionality measures will be had to motivate managers to convey and evaluate those with the particular measures brought
* think of how environmental and cultural alterations effect in this technique
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Additional info for Successful Foreign Acquisitions: The Pivotal Role of the Management Accountant (CIMA Research)
Culture will include differences in ‘how you practise business’ as well as priorities given to different stakeholder relationships (David and Singh, 1994). The acquirer’s knowledge of the culture, customs, institutions and markets of the country in which the acquired company is located are likely to be deficient, making the parent more dependent on the existing management team (Bengtsson, 1992). Conversely, the managers and staff of the acquired company face greater uncertainty than in a domestic acquisition because they are not familiar with the managerial behaviour and corporate custom of the acquirer.
This is a service which its customers expect. GS sells mainly in the German market, but exports to the US and the Far East. 2 Analysis of the acquisition strategy Each motive is now considered in turn. 1 Diversification The question is: can UKP add value – to shareholders – by diversifying away from a predominantly UK market by acquiring GS with its predominantly German market? It is important to note that the UK and German activities have not been on the same economic cycle so there is some risk reduction potential.
6 Conclusions 53 6/8/03 Successful Foreign Acquisitions ch05 2:32 pm Page 54 vious experience of UKP and a new controller. Thus, although management accounting issues were a major issue in integrating GS, the fundamental issue was nevertheless the ‘management of change’. 5. It is clear that UKP did not invest sufficient managerial time in imposing the necessary managerial control systems. They did not have anyone ready and based their control on periodic visits. Moreover, there was a lack of momentum when the accountant engaged in the acquisition process was transferred to another activity.