Ton Otto

Henrik Thrane

Helle Vandkilde

This book straddles the disciplines of archaeology and social anthropology. Its 25 contributions (divided into 6 sections with separate introductions) successively scrutinise the concept of war in philosophy, social theory and the history of anthropological and archaeological research; discuss warfare in pre-state and state societies; and assess its relationship to rituals, social identification and material culture.

Archaeological and Social Anthropological Perspectives

Warfare and Society

Johannes-Cornelius Adari

Pascale Taube

Inhaltsangabe:Abstract: In the pursuit of success, higher profit, gaining market share and dealing with the challenges of day to day business. The big national companies, wherever they may be, have dreams and aspirations. As a CEO or General Manager of a big company; there is several objectives to achieve and strive for. Among them, on the top of any list, these will be some of them. Get the most of the revenues and provide for the shareholders, it has in the recent years become more and more apparent, that the big companies seem to focus on shareholder value . This is often found in the US and is finding its way to the European continent. Another primary aim is to expand and become bigger or at least as big the main competitor. There is several reasons and valid objectives; one being the natural instinct of any CEO or General Manager; to achieve success and become an even bigger share of the global market. Other reasons may be the search for new markets, for whatever reason, the need for cutting the production costs, to be closer to the customers or even to have access to new technologies or raw materials. In this case study, we will deal with the issue of BMW AG s decision in the mid 90 s to go abroad. To settle on the US market, starting up a manufacturing facility. There is a wide range of reasons, concerns and objectives to be dealt with prior to make that certain move, settling on foreign shores and setting up business. In order to understand what we are dealing with, we need to define multinational: Companies operating in multiple countries, but responding to local product-markets through more customized approaches In order to deal and operate in that environment, that company is expected to have highly qualified resources and access to a wide range of information s; such as pricing, local laws and regulations, knowledge and understanding of the customer s need and preference s to name of few. The road that the company is about to embark upon, prior to going multinational, is full of risks in all sorts of different areas; such as political risks, financial risks, regulatory risks and risks dealing with competition. There must be a solid research team ready at hand, being able to provide the management team, with the necessary information s and background information. We will cast a light on the problems, benefits, motives and challenges regarding multinational business. Zusammenfassung: Die vorliegende englischsprachige [...]

Financial reasons for building the U.S. plant

The Spartanburg Plant Investment by BMW AG

Inhaltsangabe:Abstract: The target of this case study is to present and analyse the drastic false estimations made by BMW in planning and realising the Rover transition as well as its consequences. The worked out mistakes should be generalized in order to give opportunities of their avoidance for future M&A cases. After working out the M&A basics in the 1st chapter, the 2nd chapter deals with the reasons of BMW Management to buy another international manufacturer and gives a clue why the choice fell just on Rover. It opens with an overview of the economic development during the 6 years time period of the Rover takeover. After this, the economic and political environment is shown, also the market situation in the automobile segment in the year of the takeover, followed by the business course and goals of BMW as well as their alternatives. This chapter closes with the strategy and enterprise philosophy of BMW and with a list of the of the Rover Group s assets in 1994. In the 3rd and 4th chapters of this case study the mistakes of the BMW management attempting to integrate Rover into the BMW portfolio are shown and analysed, as well as its consequences for BMW and Rover. The 5th chapter will end with the conclusion, why the Rover takeover went wrong. Zusammenfassung: Ziel der Arbeit ist es, die strategischen Ziele, die Tragweite und die möglichen Folgen von M&A-Transaktionen in den Bereichen Finanzen (Investitionen und operatives Geschäft), Unternehmensführung- und Organisation sowie der Unternehmenskultur anhand dieses Unternehmenskaufes zu untersuchen. Dazu wurde die Arbeit in 6 Teile untergliedert. Im 1. Teil werden die allgemeinen M&A-Grundlagen beleuchtet, insbesondere die Ziele, Erscheinungsformen, rechtlichen Rahmenbedingungen als auch die Vor- und Nachteile von M&A-Transaktionen. Im 2. Teil wird das Umfeld von BMW im Jahre 1994 analysiert, die strategischen Gestaltungsmöglichkeiten dargestellt und untersucht, warum gerade die britische Rover Group der für BMW geeignete Übernahmekandidat zu sein schien. Im 3. und 4. Teil wird die Transaktion und ihre Folgephasen untersucht und die Gründe für das Scheitern der Übernahme herausgearbeitet. Die Zusammenfassung und kritische Bewertung der dem BMW Vorstand unterlaufenen Entscheidungsfehler bei der Auswahl und Führung von Rover erfolgt im 5. Teil. Die Arbeit schließt ab mit dem 6. Teil, in dem die finanziellen Auswirkungen der Transaktion kommentiert und anhand von 10 Säulen- [...]

Henrik Thrane

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