This case illustrates how Dow Chemical acquired and integrated Wolff Walsrode, German specialty chemicals company, which was part of Bayer. This acquisition, combined with the existing plant cellulose Dow, helped him to create a new specialty business with a projected $ 1.1 billion in annual sales and strengthen its presence in Central and Eastern Europe. The main problem in this case is about the complexities of acquisition integration, which require, in spite of a lot of experience and a track record of Dow. Dow is facing various challenges of integration and faces a number of decisions regarding the degree and speed of integration of Wolff Walsrode and one of its subsidiaries, Probis. Solutions pit considerations rapid capture cost synergies by mobilizing global platform systems of technology transfer and placement of a variety of clients and their requirements. In addition to providing a review of the importance of the implementation of the set of codified and tacit templates integration mechanisms, this case shows how M Dow and integration of staff to prove their worth by ensuring the successful integration of the Wolf. The case confronts students with the complexity and uncertainty of cross-border acquisition integration (eg, speed, level of integration) as well as the way in which a serial buyer known as Dow manages secondary integration. In addition, it is the inherent difficulty in decision-making in the context of the acquisition program. Finally, it emphasizes the advantages and disadvantages of mergers and acquisitions (M & A) experience, how to use M & experience, and the role of deliberate learning mechanisms contained in M Dow and methodology (M & Technology Center) played in enhancing the successful integration of acquisitions. "Hide
by Koen H. Heimericks, Stephen Gates Source: Richard Ivey School of Business Foundation 23 pages. Publication Date: September 7, 2010. Prod. #: 910M58-PDF-ENG
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