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Exide - case study
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| Submitted: Fri Jan 28 2005
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CONTENTS PART ONE: THE COMPANY INTRODUCTION 1.1 THE COMPANY STRUCTURE 1.2 BUSINESS SEGMENTS PART TWO: THE INDUSTRY ENVIRONMENT 2.1 THE INDUSTRY ENVIRONMENT 2.2 STRATEGIES 2.3 DEFINITIONS 2.4 EXIDE'S ENVIRONMENT 2.5 PRESSURES PART THREE: THE PREVIOUS COMPANY STRUCTURE 3.1 INEFFICIENCIES AT EXIDE PART FOUR: THE RECONSTRUCTION OF EXIDE 4.1 STRUCTURES 4.2 BENEFITS 4.3 DRAWBACKS PART FIVE: FURTHER STRUCTURAL CHANGES 5.1 THE ACQUISITION 5.2 RESTRUCTURING 5.3 WISE OR PROBLEMATIC? PART SIX: CONCLUSIONS PART ONE: THE COMPANY INTRODUCTION 1.1 THE COMPANY STRUCTURE Exide are major manufacturers in the industrial and automotive areas and were in a financial crisis in the early 90's. Although hey were the market leaders, they faced intense competition, and therefore the position of Exide at the time was in jeopardy. Exide had previously operated as 10 different organisations, as Exide was gaining market share through mergers and acquisitions and it had not maintained direct control over the companies. They had all continued to sell as individuals with their own respectable brand. Exide was then divided in to regions specialising in one distinct product...
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