Aerospace is the common name of Societe Nationale Industrielle Aerospatiale. Aerospace was formed in 1970 from the merger of three companies: North - Aviation, Sud Aviation, and SEREB. Its activity consisted in the construction of airplanes, helicopters, tactical missiles and missile systems and space.
Matra Hautes Technologies (MHT) was established in 1995 as part of Lagardere Group. This division brought together the activities and Defense Systems Command, Space and Telecommunications. In 1999, there was the merger between Aerospatiale and Matra Hautes Technologies that gave birth to Aerospatiale Matra.
With this merger, a group of 52 000 employees were born, who ranked second in Europe and fifth worldwide in the industrial sector of aeronautics and space. Now, Aerospatiale Matra no longer exists as such since it merged in 2000 with Daimler Chrysler Aerospace AG and CASA to give birth to EADS.
The merger between Aerospatiale and Matra Hautes Technologies (MHT) is the focus of our study. The announcement of the merger between Aerospatiale and MHT was held in the summer of 1998, after the declaration of Heads of State and Government on December 9, 1997 concerning the business combination of European aerospace and defense.
The economic theory of expertise has been developed to provide answers to the problems posed by the intervention of experts in a relationship. In a merger – acquisition, experts have a mediating role and must work in a context of asymmetric information. They must make reliable information disclosed by one party to another to ensure the accuracy of the resulting assessment.
The involvement of experts in mergers – acquisition, and in particular during the phase of due diligence, generally tends to make negotiations easier when partners do not have the same degree of knowledge.
The procurement risk is the risk to the shareholders of the acquiring firm that are exposed. The value of the securities they own may fall as "their" company decides to move closer to another. There is also a risk to the shareholders of the selling firm to see their shares undervalued.
The merger – acquisition by agreement based on cooperation among potential partners and among the leaders is all the more important.
Tags: Aerospace Matra, origin of Aerospace Matra, merger between Aerospatiale and Matra Hautes Technologies
«Overall presentation of multicultural teamwork. What is a team ?. How organizations are composed. Types of teams. ''Teaming with bright ideas''. How cultural diversity impacts teams. Advantages. Disadvantages. Challenges to intercultural teamwork. Role and power definition. Difficulty to convey...»
«With an ongoing globalization of activities and companies, heterogeneity in companies' workforce has become a reality. Managing diversity has turned into a major challenge for companies' survival. As a matter of fact, large companies can no longer boast their national affiliation as the workplace...»
«EADS presentation. Creation of EADS and its activities. EADS’ environment. EADS in the world. Corporate governance. Financial analysis.»
«The European Aeronautic Defense and Space Company or the EADS was created by the combined will of several states to be competitive in the space and aeronautics sector. Yet, at the beginning of the 1990s, many concentrations were developed on the American market like Northrop and Grumman which...»
«History of the Company.. Strategic Evolution.. Mission/Major Goals of the Bank.. SWOT Analysis.. CEO Capability Analysis.. The Industry Environment.. Macroenvironmental Analysis.. Identification of Strategic Groups.. Industry Structure for Bank of America.. Industry Dynamism.. Life Cycle...»
«Background Information History of the Company Bank of America is one of the oldest and largest banks in the United States. With its home office in Charlotte, North Carolina, Bank of America is the third-largest commercial bank in terms of assets. Additionally, the bank originated under the Bank...»
«Methodology. Interpretation. Scope. Theories and models. Answers on the questions. Comparison business models. External analysis. Economic and financial issues. Conclusion.»
«Interpretation: This process will provide performance information, assessment of the organization's strengths and weaknesses, performance goals that will stimulate activities for better performance, and then recommendation for improvements that will lead to effectiveness. Scope: According to...»