Business Finance
CALUMS Effective Management of Change During Merger & Acquisition Discussion

California University of Management Sciences

Question Description

I’m studying for my Marketing class and don’t understand how to answer this. Can you help me study?

CLA1 Assignment (question 2)

Write an abstract for question one different from question 2

Read: “Cementing a Merger of Equals between Lafarge and Holcim Has Been Difficult” on pages

231-232. Prepare a 4 to 6 page APA formatted paper (with six peer-reviewed sources for support): Answer questions:

1. Of the “Reasons for Acquisitions” discussed in the chapter, which reasons are the primary drivers of Lafarge-Holcim merger strategy?

2. Given that there have been performance difficulties of this “merger of equals,” which of the “Problems in Achieving Acquisition Success” do you believe have most likely affected this deal?

3. The new CEO, Jan Jenisch, has undertaken a restructuring strategy. Why do you think the market reacted negatively to this plan?

4. What would you suggest the firm do to improve it restructuring plan and ultimately its poor performance? In text citations should match with peer reviewed articles.

Question 1

research one (1) peer-reviewed article that can be used to answer your upcoming CLA1 assignment. Your discussion should summarize the article in such a way that it can justify any arguments you may present in your CLA1 assignment and should be different than the abstract. In addition to your researched peer-reviewed article, you must include an example of the article researched as it is applied by industry (company, business entity, and so forth).

Your summary MUST include ALL of the following (include every item in the bullet list below, or you will not receive full credit):

● Clearly state what the article is about and its purpose

● How the article and/or author(s) support your argument(s)

● Most important aspects of the article

● Any findings and conclusions

● Approximately 250 to 350 words in length

● Include the article “Abstract” in your posting (your summary should be original)

● Include the industry example demonstrating the application of your researched article. Peer reviewed reference should match in text citation

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Final Answer

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Reasons for Acquisition




Acquisition and merging are very important strategic approaches for business growth.
Some of the benefits of acquisitions include diversification, to achieve higher market share,
to achieve higher synergy, reduce competition and for cost reduction. The main reason
behind Lafarge-Holcim merger strategy was competition. The two firms posed a threat to
each other. By coming together, they could improve their client base.

1. Of the “Reasons for Acquisitions” discussed in the chapter, which reasons are
the primary drivers of Lafarge-Holcim merger strategy?
Several reasons cause firms to merge. Some of the common reasons for acquisitions
include seeking economies of scale, diversification, to achieve higher market share, to realize
higher synergy, reduce or level competition and cost reductions (Nelson, 2018). One of the
reasons that led companies to acquire other firms or to merge with other firms is competition.
This was the main reason for the merger between Lafarge and Holcim. There are main
reasons that mergers and acquisitions between competitors could help in alleviating or
lessening competition. To start with, mergers and acquisitions help in consolidating the client
base of two or more firms that form a merger.
This means that a merger will bring the customers of two firms into a common pool
and thus reduce the competition between two companies. This is what happened in the case
of Lafarge and Holcim. The two companies operated in the same industry and thus they were
primary competitors. Lafarge was founded in 1833 and it grew to become a global industrial
firm that specialized in three main areas, which include cement, construction aggregates as
well as concrete. On the other hand, Holcim was a material as well as aggregate firm that
was established in Switzerland in 1912. The company expanded in France, throughout



Europe as well as the Middle East part of its global growth strategy. It is this expansion th...

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