BenQ, a Taiwanese-based company, gr

BenQ, a Taiwanese-based company, grabbed the international headlines on June 7, 2005, when it acquired the money-losing mobile phone division of Germany’s Siemens and launched the brand, BenQ-Siemens. Subsequently the acquisition proved to be a strategic mistake, as the two companies could not successfully integrate. This article tracks BenQ’s acquisition of Siemens, from the perspective of BenQ, through a qualitative case study. The analysis focuses mainly on culture and communication issues in what became an unsuccessful acquisition. The results indicate that the German Siemens and Taiwanese BenQ are different in important ways, from national culture to organizational culture. BenQ’s failed acquisition of the Siemens handset was a wakeup call, providing a valuable lesson to other companies planning to create their own global brand recognition. The issue here is the extent to which the two companies’ incompatible cultures made it unlikely that they could add value and create synergy. This study concludes that an international merger and acquisition has a better chance of success when managers consider the host country’s culture and allocate enough time and resources for assimilation. Furthermore, managers need to communicate and clearly define objectives and performance expectations during the integration and implementation process.

Kết quả (Anh) 1:

BenQ, a Taiwanese-based company, grabbed the international headlines on June 7, 2005, when it acquired the money-losing mobile phone division of Germany's Siemens and launched the brand, BenQ-Siemens. Subsequently the acquisition proved to be a strategic mistake, as the two companies could not successfully integrate. This article tracks acquisition of Benq Siemens, from the perspective of BenQ, through a qualitative case study. The analysis focuses mainly on culture and communication issues in what became an unsuccessful acquisition. The results indicate that the German Siemens and BenQ Taiwanese are different in important ways, from national culture to organizational culture. BenQ failed acquisition of the Siemens handset was a wakeup call, providing a valuable lesson to other companies planning to create their own global brand recognition. The issue here is the extent to which the two companies ' incompatible cultures made it unlikely that they could add value and create synergy. This study concludes that an international merger and acquisition has a better chance of success when managers consider the host country's culture and allocate enough time and resources for assimilation. Furthermore, managers need to communicate and clearly define objectives and performance expectations during the integration and implementation process.

Kết quả (Anh) 2:

BenQ, a Taiwanese-based company, grabbed the international headlines on June 7, 2005, it acquired the money-khi Losing your mobile phone and division of Germany's Siemens Launched the brand, BenQ-Siemens. Subsequently the acquisition proved to be a Strategic mistake, as the two companies could not successfully integrate. This article tracks BenQ's acquisition of Siemens, BenQ from the perspective of, through a qualitative case study. The analysis focuses mainly on culture and communication issues in what became an unsuccessful acquisition. The results indicate rằng German and Taiwanese BenQ Siemens are different in Important Ways, from national culture to organizational culture. BenQ's failed acquisition of the Siemens handset was a wakeup call, Providing a Valuable lesson to other companies planning to create a global brand recognition Their Own. The issue here is the extent to đó two companies' cultures made it unlikely mà tương thích could add value and create chúng synergy. This study concludes merger and acquisition mà international security has a better chance of success khi the host country's managers như culture and allocate enough time and resources for assimilation. Furthermore, managers need to communicate and Objectives Clearly define expectations and performance and an implementation process khi the integration.