Integration of acquired companies - case sudies to create a framework for future acquisitions in Alfa Laval

Abstract

This Master’s thesis is performed on behalf of Alfa Laval, a multinational company
providing technological products and services.<br>
Alfa Laval has in the past had a lot of successful mergers, but there were also those
cases that led to sell off and those that had potential to add more value than was
actually realized. In the common case, it has been shown that 60-70 per cent of M&As
fall short when it comes to realizing the intended synergies. Facts on international
M&As show that shareholder value added increased in less than one of five cases.<br>
Mainly, I got directives from Alfa Laval to look into Alfa Laval’s merger ventures in
the past. To get a good depth on my findings, interviews were conducted on main
players in real cases as a pre-study. I could then see patterns that can be changed and
optimized and created an AL-acquirer to use in search for a good merger partner and
an AL-in, Plan of Action to follow the integration through to fulfil the purpose of the
study.<br>
The purpose of this Master’s thesis is twofold – the first part consisting of:<br>
• Case studies and mapping of two acquisitions in Alfa Laval<br>
This first part aims at identifying crucial factors that can be changed and optimized
for superior integration in future M&A and to manage multiple acquisitions in Alfa
Laval. This through on site observations, interviewing and analysis of outcomes on
synergies realized and value added.<br>
The second part has the purpose of:<br>
• Developing tools for companies to use in search for the right merger partner
and for integration in managing merger ventures<br>
On the base of the first part, I chose the input and methods that Alfa Laval can use in
M&A. The tools are constructed to be helpful throughout the whole organization and
to give guidance on how to face a newly acquired company. The AL-acquirer is mainly
of use before an acquisition and the AL-in, Plan of Action shall be guidance during the
integration phase.<br>
I chose to use the cases and interview as well as literature studies as a pre-study in the
creation of my tools. My findings tell me, that after evaluating that the acquisition is in
line with Alfa Laval’s strategy to grow, then vALue Added by Acquired Company and
Similarity with Parent Company, ALikensess, are the two most important criteria in
search for the right merge partner, comprising several different factors, including
communication, products, personnel, company culture etcetera. High values on these
criteria provide greater possibility to succeed in a merge and gives more room for risk
taking. But also those companies that score low in some areas can be a potential
partner – presupposing that special caution is needed and that the AL-in, Plan of
Action is followed through thoroughly for Operations IS/IT, Communication,
Products, Management, and Human Resources. Main observation lies in the final
study of economic value and the price paid to count for that the value added is put in
perspective of the price paid and future potential in Alfa Laval.<br>
While working on this Master’s thesis I found that simple methods for real life methods
in the M&A area are not to be found. I have taken the first step towards developing
methods that will help those concerned with M&A in Alfa Laval and to provide
knowledge that enables transfer of experience on such deals

• author: Sjödin, Anna
• supervisor: Everth Larsson
• organization: Engineering Logistics
• course: MTT820
• year: 2010
• type: M1 - University Diploma
• subject: Technology and Engineering
• publication/series: ISRN LUTMDN/TMTP
• report number: 5666
• language: English
• additional info: ISRN LUTMDN/TMTP--5666--SE
• id: 1711776
• date added to LUP: 2010-11-01 14:45:11
• date last changed: 2010-11-01 14:49:05