The rise and rise of Oetker

Article Abstract:

The German company Dr August Oetker KG was founded in 1891 when pharmacist Oetker went into the business of selling his own brand of baking powder. One hundred years later, the company has become one of Germany's largest conglomerates with interests in foodstuffs, breweries, banks, insurance companies, luxury hotels and a shipping line. Dr Oetker has more than 100 companies, subsidiaries and joint ventures in more than 24 countries and, employs more than 11,000 people worldwide. The firm reports sales of seven billion deutschemarks. Despite the extent of its operations, Dr Oetker remains a family-owned and family-run company. August Oetker's grandson Rudolf-August serves as chairman of the advisory board while great-grandson August serves as the firm's general manager.

Company Profile, Dr. August Oetker KG

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How takeover of Utah will change BHP

Article Abstract:

Broken Hill Proprietary Co. (BHP), an Australian conglomerate with interests in steel and natural resources, found that to expand beyond its current parameters would require entry into international markets. Consequently, it acquired Utah International Inc., a San Francisco-based resources firm, from General Electric Co. One of the most important aspects of the acquisition was the inheritance by BHP of Utah's well-organized management team, structured in a way that contrasts considerably from the bureaucratic organization in place at BHP. BHP will retain Utah's management structure, and analysts expect the acquirer to benefit from the management experience of Utah's team.

Australia, Case studies, Mergers, acquisitions and divestments, Acquisitions and mergers, Corporations, General Electric Co., BHP Billiton Ltd., Corporations, Australian, Utah International Inc.

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Spain's INI turns the corner

Article Abstract:

The state-owned conglomerate La Instituto Nacional de Industria (INI) (Madrid, Spain), which accounts for eight percent of Spain's gross domestic product, showed a profit in 1988 and 1989 after years of losses and is now poised to participate in the 1992 single European market. The top priority of INI management will be to create international links through acquisitions and strategic alliances. INI's task will be made more difficult by stiff competition and an end to government subsidies.

Spain, company profile, La Instituto Nacional de Industria

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