The Kvaerner case concerns the agreed acquisition by a Norwegian company of a UK based conglomerate with a very poor track record. The effect is to double the size of the enterprise, both in turnover and employment terms. The issues are post merger integration, synergy capture, cultural conflicts and management capacity. Other concerns are the price paid, the way in which the deal was financed, and the pressures to achieve an orderly asset disposal program. In addition, the question of investor relations becomes important, particularly Kvaerner’s strategy of growth by acquisition.
Keywords
Integration Plan, Management Capacity, Valuation, Deal Structure, Ship Building, Construction
Available Languages
English
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