This thesis illustrates how a company can create value through synergies emerging from an acquisition outside their current industry. The topic is investigated through a particular case study, where the stand-alone values of the companies are compared to the value of the combined company with synergies. From a strategic and financial perspective, the value of synergies is investigated. With a particular focus on the resources and capabilities controlled by the two entities, it is found that synergies emerge whereby value can be created from an acquisition in a non-core business area.
|Educations||MSc in Accounting, Strategy and Control, (Graduate Programme) Final Thesis|
|Number of pages||128|