India: Acquiring its Way to a Global Footprint by Suseela Yesudian

By Suseela Yesudian

Award successful case experiences concentrating on the expansion of innovation in India.

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The Australian (UPL Sydney) and Mexican UPL subsidiaries migrated to SAP in 2005. By then UPL’s international subsidiaries had considerable experience in migrating to SAP and establishing common standards with UPL India. However, the first major challenge in implementation with an acquired company arose with Cequisa. Cequisa was on AS 400 and was insecure about the change of ownership during the transition period. Compounding this was the fact that Cequisa itself had undergone a merger with three other companies.

8 per cent of the market (TV Veopar Journal, 2008). With the aim of further expanding and diversifying their business, Videocon ventured into the production and exploration of oil and gas. Unlike the first segment (consumer electronics and home appliances), oil and gas only comprised 10 per cent of the company’s revenues. The company began by setting up India’s largest crude oil extraction facility in the private sector, Ravva oil and gas field, which was located off the coast of Andhra Pradesh.

If the deal had been successful, Videocon would have acquired six new manufacturing plants in South Korea and 18 in other countries. ((Business Standard, 17 February 2008). Videocon’s biggest overseas acquisition occurred in June 2005, with a deal to buy the CPT businesses in three countries from the French media and electronics company, Thomson SA. In the years leading to this agreement, Thomson experienced great financial strains as a result of the decreasing demands for CRT TVs in the developed world.

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