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International Project Management: M&A Kraft CadburyESG 2010
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Introduction
2nd largest food group in the world $46 Billion a year
2nd largest confectionary in the world $10 Billion a year
Outline
I. Acquisition: The battle between Kraft/Cadbury a) The process of M&A b) Kraft Goals c) Evaluating the Risk and the stakes
II. Impact & consequences a) Disapproval of the British and the Unite Union b) 2 Different cultures collides (USA and UK) c) Other impact: UK identity crisis
Conclusion and recommendations
I. Acquisition: The battle Kraft/Cadbury
I. Acquisition: The battle Kraft/Cadbury
a) The process of M&A What happened?
4 months
Cash Kraft Share Offer rejected
Nov. 2009 Jan. 2010
More Cash Less Shares Offer accepted No match
a) The process of M&A How it happened?
è Cash è Share trade ratio: 1 Cadbury = 0.25 Krafts
I. Acquisition: The battle Kraft/Cadbury
Nov. 2009 €11.7 Billions
a) The process of M&A How it happened?
è More Cash è Share trade ratio: 1 Cadbury = 0.18 Kraft
I. Acquisition: The battle Kraft/Cadbury
Jan. 2010
Nov. 2009
€13.6 Billions
b) Kraft Goals Horizontal expansion in order to do some economy of scale.
On a long term: get the Indian market
Diversification of the Brands
acquiring 40 new famous brands
To become N°1 on the market
Stronger on the market 1+1=3
Get new markets
I. Acquisition: The battle Kraft/Cadbury
c) Evaluating the risk and the stakes Hostile negotiation process Bad impact on the stock
market
Iconic Brands : national pride and national culture
Bad image of the M&A worldwide : Job loss…
Dominance of Kraft over Cadbury
2 different way of doing Business
Emerging markets Vs Developed markets
2/3 of the M&A failed before 2 fiscal years
I. Acquisition: The battle Kraft/Cadbury
d) Cultural Vs Financial
I. Acquisition: The battle Kraft/Cadbury
• A cultural Brand issue
• The collapse of the UK industry
• Protectionism Vs Capitalism
• UK Vs USA
II. Impacts and Consequences
Kraft has become the ULTIMATE Candy Maker on Earth!
II. Impact and Consequences
II. Impact and Consequences
a) Disapproval of the British and the Unite Union
A new British Icon in danger
A risk of new jobless for England :
business functions & productions can go out of the UK
BOD High payment VS Job Loss Britain Feels Betrayed 30,000 jobs "at risk“
Gordon BROWN : « a policy of economic protectionism in cases of takeovers of large companies»
The trade Union launched a petition on a dedicated website www.welovecadbury.com
II. Impact and Consequences
b) Collision between 2 different cultures
II. Impact and Consequences
c) Other Impacts
UK Identity Crisis
II. Impact and Consequences
c) Other Impacts
UK Identity Crisis
II. Impact and Consequences
Boycotting Kraft… Again
c) Other Impacts
UK Identity Crisis
II. Impact and Consequences
Boycotting Kraft… Again
Fair trade agreement
Cocoa from Australia
Kraft has a reluctant position when it comes to FTA
Conclusion
M&A are very complex to handle High Rates of Failure Pricey
Internal Factor Fear/Job Loss/ Trust Issue Culture difference
External Factor Country economy Country pride
Recommendations
100 Days Identify
Common goals Not so different
after all Work together
ASAP
Open/honest dialogue w/ Cad
Build Trust
To provide the map for cad’s integration
To unite the 2 company into 1 vision
Embrace the acquisition
Be proud of your accomplishment
Sources
Website
www.lefigaro.fr
www.bloomberg.com
www.wikipedia.org
www.dailymail.co.uk
www.ft.com
www.youtube.com
Bonus Slide !
The 3 leaders of Cadbury are:
Roger Carr (President) Was strongly ><
Todd Stitzer (General director) He said “YEAH”
Andrew Bonfield (Financial director)
Todd 30 Millions
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