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Shanghai Automotive and Ssangyong Motor – A Tale of Two Dragons (A)

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Author Info

  • Xu Leiping

    ()
    (China Europe International Business School, China)

  • Steven White

    (School of Economics and Management, Tsinghua University, China)

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    Abstract

    Shanghai Automotive (SAIC), one of China's "Big Three" automakers, paid US$571 million in 2004 to acquire a controlling majority share in Ssangyong Motor of South Korea to help SAIC achieve its strategic objectives of developing its own passenger car brand and expanding operations internationally. This first case in the 3-case series covers the decision making leading up to the deal, signed in October 2004 and implemented in January 2005. It provides a basis for comparing modes of growth options (make, buy or ally) and the specific challenges facing Chinese firms and other newly-internationalizing firms as they go abroad. The case also generates discussion of fundamental acquisition issues: target selection, assessment and integration planning.

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    Bibliographic Info

    Article provided by World Scientific Publishing Co. Pte. Ltd. in its journal Asian Case Research Journal.

    Volume (Year): 15 (2011)
    Issue (Month): 02 ()
    Pages: 305-327

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    Handle: RePEc:wsi:acrjxx:v:15:y:2011:i:02:p:305-327

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    Related research

    Keywords: M&A; globalization; growth strategy; target assessment; integration planning;

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