100% satisfaction guarantee Immediately available after payment Both online and in PDF No strings attached
logo-home
Summary CHAPTER 3 $8.54   Add to cart

Summary

Summary CHAPTER 3

2 reviews
 97 views  0 purchase
  • Course
  • Institution

FINANCIAL MANAGEMENT 354 SUMMARIES IN ENGLISH. CHAPTER 3

Preview 2 out of 7  pages

  • October 31, 2019
  • 7
  • 2018/2019
  • Summary

2  reviews

review-writer-avatar

By: walterrijneveld • 3 year ago

review-writer-avatar

By: luangobel1 • 4 year ago

avatar-seller
Chapter 3: Strategising for M&A’s
Learning Outcomes
 Explain the purpose of a strategy
 Differentiate between generic and grand strategies
 Discuss the difference between Porter’s main generic strategies
 Differentiate between the four groups of grand strategies
 Explain the role of M&A’s in corporate strategy
 Define the concepts of economies of scale and economies of scope
 Distinguish between operating and financial synergies
 Explain the rationale behind the horizontal and vertical mergers
 Discuss the benefits associated with taking control of an undervalued company
 Differentiate between downsizing and down-scoping


Introduction
- Recall from chapter 1, most M&A transactions fail due to:
 Ill conceived M&A strategies – it’s important that these transactions are in line with the company’s
vision and existing strategies.
- This is important in stage one where the strategies are formed
 Poorly implemented M&A strategies – if there isn’t a fit between the companies and their strategies it
makes having a sustainable competitive advantage impossible.
- This is important in stages two to four .
- Distell acquired Bisquit cognac brand to gain access to markets in China – in line with their strategy of
wanting to be a SA brand that provided liquor for people all over the world.

- Strategies should be formed to create a fit between:
1.) the firms capabilities (Distell is a marketer of fine wines, ciders & ready-to-drinks)
2.) the consumers’ expectations (affordable, lower alcohol content beverages)
3.) the competitive environment (increasing global competition)
- Leaders need to formulate strategies that will allow them to maintain leadership positions.


Distell Transaction 1
Distell crafts liquor brands for people to enjoy responsibly at every occasion the world over. Africa’s leading
producer and marketer of spirits, fine wines, ciders and ready-to-drinks, Distell employs approx. 5000 people
and has an annual turnover in excess of R12,3 billion. We create exceptional brands offering real value for
money across the pricing continuum.
Distell aims to provide - an exceptional brand (capability) have to create a strategic
- at an affordable price (consumer expectation) fit to these when entering
- all over the world/ all price categories (competition ) an M&A transaction.

This is the case with regard to the Bisquit acquisition.




1|Page

, Distell Transaction 2
The Distell Group, Africa's leading spirits, wines and ready-to-drinks business has acquired top-performing
producer of Scotch whiskies, Burn Stewart Distillers Limited, for just over R2,2 billion from the Scottish based CL
World Brands Limited and Angostura Limited, owners of Hine Cognac and Angostura Bitters respectively
amongst other global brands. The strategic purchase of the fully integrated producer of both blended and single
malt whiskies will allow Distell to capitalise on the continuing global growth in whisky consumption and give it
access to scarce blended and single malt stocks from prime whisky producing regions in Scotland, while also
enhancing its global footprint.
The deal follows an equal partner venture established in 2007 between Distell and Burn Stewart in which the
two parties co-owned and marketed three Scotch Whiskies – Bunnahabhain, Black Bottle and Scottish Leader, in
sub-Saharan Africa. The agreement between Distell, CL World Brands Limited and Angostura Limited involves
the purchase of 100% of the equity in Burn Stewart whose portfolio includes three single malt whisky
distilleries; a blending and maturation facility; a bottling hall; and a dry and finished goods storage site, as well
as its in-house marketing and distribution functions. All Scotch whisky stocks currently in maturation also form
part of the transaction.




The diagram indicates Distell’s
rationale for the transaction
with Burn Stewarts Distillers.




This transaction formed a strategic fit due to the capabilities of the firm and the international competitive
environment since Distell have the products and Burn Stewarts have the international market.

Both transaction 1 and 2 will improve Distell’s competitive position because Burn Stewarts Distillers as well as
Bisquit cognac brand have the attention of the international market thus giving Distell a direct link to the market,
and give Distell’s capabilities with their products entry to new markets will be any easy transition.


The Nature and Purpose of Strategy
- Strategies are intertwined the long-term vision, plans, policies and culture of the firm.
- They cannot be static – MUST be reassessed and reformed on a continuous basis.
- What is the difference between a Generic Strategy and a Grand Strategy?
 Generic/Competitive Strategies: the specific strategies that companies formulate to complement their
distinctive competencies and achieve their long-term goals.

Michael Porter identified 3 main generic strategies:
 Cost leadership - sell products/ services to a broad target market
- strive to be more cost effective than competitors (NB!)
 Differentiation - creating a difference in the brands products/services – creating something unique.
- choose a strategy that will be difficult for competition to copy – SUSTAINABILITY
2|Page

The benefits of buying summaries with Stuvia:

Guaranteed quality through customer reviews

Guaranteed quality through customer reviews

Stuvia customers have reviewed more than 700,000 summaries. This how you know that you are buying the best documents.

Quick and easy check-out

Quick and easy check-out

You can quickly pay through credit card or Stuvia-credit for the summaries. There is no membership needed.

Focus on what matters

Focus on what matters

Your fellow students write the study notes themselves, which is why the documents are always reliable and up-to-date. This ensures you quickly get to the core!

Frequently asked questions

What do I get when I buy this document?

You get a PDF, available immediately after your purchase. The purchased document is accessible anytime, anywhere and indefinitely through your profile.

Satisfaction guarantee: how does it work?

Our satisfaction guarantee ensures that you always find a study document that suits you well. You fill out a form, and our customer service team takes care of the rest.

Who am I buying these notes from?

Stuvia is a marketplace, so you are not buying this document from us, but from seller StudyBuddy2019. Stuvia facilitates payment to the seller.

Will I be stuck with a subscription?

No, you only buy these notes for $8.54. You're not tied to anything after your purchase.

Can Stuvia be trusted?

4.6 stars on Google & Trustpilot (+1000 reviews)

73918 documents were sold in the last 30 days

Founded in 2010, the go-to place to buy study notes for 14 years now

Start selling
$8.54
  • (2)
  Add to cart