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Results for Functions › M&A and Partnering
On March 14, the Chinese government passed its twelfth Five-Year Plan that spelt out the broad economic policy for China from 2011 to 2015. With it came a new state-level investment review body and a renewed focus on domestic consumption, wealth distribution and local industry consolidation via mergers and acquisitions (M&A) and joint ventures. How will foreign firms with M&A interests be affected?
Just as companies need to continuously offer compelling products and services to stay competitive, market intelligence executives need to ensure that their deliverables are valuable, practical and user-friendly. How can deliverables be presented effectively? The GIA White Paper release and webinar on Building a High-Impact Market Intelligence Product Portfolio will provide some answers and include a case from Best Buy, a specialty retailer of consumer electronics in the United States.
Air, land and water pollution as well as the depletion of non-renewable resources have been moving up the agenda for governments, businesses and the public. How important is this subject to manufacturers in Asia? Do production practices need to be urgently reviewed? GIA’s webinar on “Sustainable Manufacturing in the Far East Countries” seeks to answer these questions and reviews three Asian case studies.
Partly supported by third-party certification programs such as Leadership in Energy and Environmental Design (LEED), awareness of energy efficient and environmentally friendly products and techniques in construction is increasing. More green products and projects are likely to be introduced over the next two years.
Demand for renewable energy sources will continue to be high over the next two years; especially for the ‘greenest of the green’ energy sources. Experts say that raw material-free energy sources such as hydro, wind and solar will be especially favored over the next two years, driven by concerns over the cost of raw materials. Smart grids are another growth area, where aging distribution networks in places like China and the US mean that grid technology companies have a growing market for solutions to tackle the existing problems with network capacities and distributed generation.
China’s domestic and in-bound merger and acquisition (M&A) activity reached peak levels before the financial crisis, but has recovered strongly in 2010. While there are enormous opportunities emerging for international and domestic investors, what are the key lessons for foreign access to China M&A? What are the proven strategies and solutions for ensuring deal success?
2010 began with several mega-mergers within the consumer & retail industry: Kraft Foods and Cadbury, Phillips-Van Heusen and Tommy Hilfiger and soon, Best Buy and RadioShack. Hardly predatory in nature, these deals point to strong companies making strategic moves jointly in preparation for the next sustained economic upturn. What do these moves imply?
Chinese companies are showing themselves to be a major force in global mergers and acquisitions (M&As). 2009 was a landmark year in Chinese deal value and volumes. However, not all have proven to be strategically sound in post-deal analysis. What insights are there to be learnt from China’s foray into international markets?
Strong recent growth momentum in mainland China mergers and acquisitions (M&A) is only set to continue. The number of M&A deals jumped from 388 in 2003 to 824 in 2006, with deal value increasing similarly by almost 30% a year on average from US$29 billion to US$62 billion. Private equity deals have been the fastest growth area, up 75% per year, followed by domestic strategic deals (42%) and venture capital deals (28%).