[전략경영] 현대기아차 M&A와 restructuring 전략 case report
- 최초 등록일
- 2018.09.09
- 최종 저작일
- 2012.05
- 12페이지/
MS 워드
- 가격 3,000원
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목차
1. Decision on the Acquisition
2. After the Acquisition
3. Restructuring and its Synergy Effects
4. Revitalizing the Organizations
5. Conclusion & Comments
본문내용
1. Decision on the Acquisition
Firstly, we think that we need to analyze whether the decision on the acquisition was strategically correct or not. In order to evaluate it, the acquisition should be analyzed by strategic reasons for acquisitions at the moment of the decision. First of all, basically, did Hyundai need to acquire another automaker in 1997? Yes. In 1990s, automobile companies around the world tried to enter strategic alliances to realize economies of scale and scope because consumer preferences shifted and it was making the R&D cost higher (see Exhibit 1). Hyundai also would need to expand its size of business in preparation for potential threats which would be caused by global competitors such as BMW, Ford, and VW working up efforts in acquisition. Then, now it is time to find what advantages could give to Hyundai motors through acquiring Kia motors.
First, Hyundai could increase its market power especially in domestic market by acquiring Kia.
참고 자료
Ireland & Hoskisson & Hitt (2011), The management of strategy, concepts, Southwestern Cengage Learing
Seungwha Chung & Sunju Park (2009), The Acquisition and Restructuring of Kia Motors by Hyundai Motors, Ivey Management Service
Won Kang (2002), 전략적 M&A의 배경과 성공방안, SERI
Chun-gye Park (2005), M&A 후폭풍을 막는 5가지 방법, LGERI
MOPAS (2008), 조직융합관리 매뉴얼 요약, Ministry of Public Administration and Security
Price Waterhouse Coopers (2007), Post Merger Integration, PwC Advisory Seoul
All sales raw data from KARI (Korea Automotive Research Institute), all the tables using that sales data made by group [4+1] (ourselves)
Interviews with several staffs worked for Kia Motors when they were acquired by Hyundai : Dong-cheol Kim (Human Resource Team), Joo-ha Ryu (Product Development Team), Jin-young Lee (Domestic Sales Planning Team) and Woonjin Joo (Sang-gye Sales Branch)