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Essay / Research Paper Abstract
This 4 page paper is based on 2 cases provided by the student answering 2 sets of questions, looking at the issues and the way in which the acquisition of Kia by Hyundai took place and how it could be improved, and the reason the integration of Kraft with General Foods was successful.
Page Count:
4 pages (~225 words per page)
File: TS14_TEkiakraft.doc
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Unformatted sample text from the term paper:
increasing its access to the global markets. It is also notable that the major car manufacturers were able to benefit from the economies of scope and scale; this was also
facilitated by the aqusiiotion. In this manner the strategy was one of growth, but a consideration of the market conditions, especially in the Korean domestic market is also important, in
this context the acquisition was also a defensive strategy. In 1997 when Kia when went into bankruptcy there were several large firms that were interested in acquiring Kia, if these
major firms made that acquisition this had the potential to impact on Hyundai. Daewoo had already acquired Ssangyong and was in a position to threaten the leadership of Hyundai in
the domestic market. Samsung were considering the acquisition, this firm has significant financial reserves and technical reserves which would increase the threat from this company, and if Ford made the
acquisition it could threaten the home market which was relatively protected, therefore, the strategy was also defensive. unyndai was a stratrgic move. 2. Hyundai had already achieved economies of
scope and scale in the Korean market, and as such had the knowledge needed to help turnaround Kia, to leverage the synergy there needs to be increased alignment of the
business. The decision to keep two separate brands enabled increased market exposure. Kia had been a fragmented company, bringing together the different divisions and undertaking divestment of non value adding
divisions. However, full value requires increased cuts to reduce the duel tasks that were undertaken, as well as increasing the transfer of knowledge and culture between the two separate brands,
to increase knowledge and the ability of the employees to work together and then developing processes so that the economies of scope and scale as well as knowledge of the
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