Sany's Cross-Border Acquisition, Integration, and Strategic Renewal
(10 pages of text)
In 2012, Germany-based Putzmeister was acquired by China-based SANY, the largest concrete machinery manufacturer in the world. By early 2015, the degree and extent of integration was still incomplete, which put pressure on SANY’s management. SANY focused mainly on the Chinese domestic market, whereas Putzmeister had an established brand and good experience in international markets. Should the acquisition integration focus only on Putzmeister, or should it be tied more closely to SANY’s strategic renewal? SANY and Putzmeister had launched a “double-brand strategy” in specific markets, but was it the appropriate strategy?
This case is appropriate for business management students and for executives involved in mergers and acquisitions. It is suitable for courses in international business, strategic management, mergers and acquisitions, and branding. It can also be used in modules related to market entry and international expansion. After completion of this case, students will be able to:
- Discuss how and why a company based in an emerging market would acquire and integrate a firm from a developed country.
- Understand how an acquisition can realize synergies in terms of internationalization, brand influence, and efficiency.
- Understand how Chinese companies go global.
Germany; China, Large, 2015
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