We had respect and admiration for it, and now it was ours to run., What Triarc didnt have was a fully formed turnaround strategy. Quaker had Snapples 300 distributors fly into several centralized meetings and proposed to them that they cede Snapples supermarket accounts to Quaker in exchange for the right to distribute Gatorade to the cold channel. In August 2005, Sprint acquired a majority stake in Nextel Communications in a $37.8 billion stock purchase. Some like the World Health Organization's International Program on Chemical Safety say it's not a concern at all. In 1994, grocery store legend Quaker Oats . Not only did they have to convince people to eat oats in the first place, but they had to get them to prepare it in a way that would taste good and keep them coming back. POML5) A principal reason for the failed merger effort between Quaker Oats and Snapple was. ''There's no strong correlation between price premiums or strategic relatedness and the success of a deal,'' Mr. Smith said. Other acquisitions that went sour include: * December 1996: AT&T; Corp. spins off its NCR unit, valued at $3.4 billion, considerably less than the $7.48 billion AT&T; paid for the computer company in 1991. Ultimately, PepsiCo succeeded in a bid to to acquire Quaker Oats and its crown jewel brand of Gatorade in 2001. Kids could watch the "dinosaur eggs" in their oatmeal hatch into little candy pieces, and according to Ideas To Go, the firm who acted as a consultant, they were a massive hit and ended up doubling their project sales goals. In 1997, Quaker sold Snapple to Triarc Beverages for $300 million, a price most observers found generous. 1. The military needed a cheap way to feed a lot of people, and soldiers across the country were introduced to the idea they could eat their horses' oats. On this list alone, the best part of US$200 billion was blown on acquisitions which failed. Of course, the resultant declines in service only exacerbated the loss of customers. We see it all the time now, thanks to their 1891 idea. 1Prince, Greg, "Come Together," Beverage World, December 1995, p. 50-54. Wonka Bars came a few years later, and Quaker Oats sold that division to Nestle in 1988. The Matsushita Electric Industrial Company had the same kind of luck with its $6.1 billion purchase of MCA and Universal Studios. The companies never meshed, and the acquired products were overwhelmed by those of Microsoft, so Novell sold the software company last year for $115 million. GE bought Kidder for $600 million in 1986, but had invested an additional $800 million in the firm between the purchase and the sale. Who can help student-athletes cash in? Failed Mergers and Acquisitions Examples America Online and Time Warner (2001): US$65 billion Daimler-Benz and Chrysler (1998): US$36 billion And with 70-90% of M&A transactions failing to increase value, the biggest challenge isn't getting approved; it's integrating cultures after the deal closes. How about it, do you remember eating those as you watched your Saturday Morning Cartoons? With total due diligence failure costs rising to $3.2 billion, it became clear that all the banks would now have to do due diligence checking of their clients by forming a view of the transaction from the customer's perspective. Consumers are targeted, campaigns are planned, products are positioned and launched, waves of advertising are flighted, and then market research does the reconnaissance to say whether the missions were successful or not. . Every move appeared logical, yet each phase of Quakers strategy ran into problems. But the spirit of Snapple called for another way of speaking and thinking. Quaker said Snapple just didnt work out as planned. I dont think that there was anyone at Quaker who had loved that brand, and it takes passion to get behind a brand and turn it around. Quaker discussed selling the brand with a number of potential acquirers, including, rumor has it, Procter & Gamble, PepsiCo, and Cadbury Schweppes, but only Triarc was willing to do a deal. It recorded sales of about $700 million last year. Triarc said it expects to complete the purchase in the second quarter of this year, pending a federal antitrust review. Sprint was bureaucratic; Nextel was more entrepreneurial. Triarcs gleeful experimentalism restored it. The only fixed plan we had was to limit the cost of failure. Rather than pursue large schemes that required making investments well in advance of returns, Triarcs marketers put little ideas into play and watched what happened. If managed properly, it can be a huge success.. The other was that we just thought it was exciting. Oddly, there is a positive aspect to this flopped deal (as in most flopped deals): The acquirer was able to offset its capital gains elsewhere with losses generated from the bad transaction. "Time Warner Merger Terms Approved. The effective premium to market valuation was 3.00%. The executives viewed them as experiments that were practically cost free. Although the merging sounded strategically compelling, the two companies could not manage to merger due to cultural variation. Later, Stuart would be described more as an "internationalist" than an isolationist, and after he retired from Quaker Oats he was appointed as an ambassador to Norway. Quaker Oats Company, former (1901-2001) Chicago-based American manufacturer of oatmeal and other food and beverage products. That changed after Quaker Oats reached out to the FDA and requested permission to advertise the fact that including oats in a balanced, low-fat diet would help reduce the risk of heart disease. When it first purchased Snapple . In the one-player game, you played against the computer. An acquisition is a corporate action in which one company purchases most or all of another company's shares to gain control of that company. Its also been selling its own brand of trendy drinks under the Mistic name. Or how about Life Cereal? Around this time, the race to capture revenue from Internet search-based advertising was heating up. Ever wonder why it's not Charlie and the Chocolate Factory, like the book? "Pennsylvania Railroad and New York Central Railroad Records, 1853-1965. Wall Street had warned saying that the amount is excessive, to acquire a company. Believe it or not, there's nothing bland about Quaker Oats or where they come from. As each of Quaker's initiatives failed or backfired, Snapple sales lost steam. To stave off acquisition by one of those larger competitors, Quaker needed to add a second brand that could capture similar economies. Finally, executives of the acquiring company should avoid paying too much for the target company. If wed had a very structured process, forms to fill out, analyses to do, wed have seen the risks, and wed never have moved. Quaker Oats Morrison reviving Quaker after the Snapple debacle- cost $1.4 B write-off Focus on Gatorade. When they released their results, they said (via Business Insider) that among the foods that tested positive for the chemical were Quaker Oats. A consultant would probably have cautioned against the launch, arguing that Elements slick New Age preciousness would sit uncomfortably under the Snapple logo. According to the Smithsonian, they were given all kinds of incentives to join, like hearty breakfasts (starvation was a frequent punishment), and trips to baseball games. He does have a name, though, and according to The Wall Street Journal, company insiders call him Larry. After purchasing the sports drink from StokelyVan Camp in 1983, Quaker introduced it into 26 foreign markets, added five new flavors (for a total of eight), and hired basketball great Michael Jordan as a spokesperson. But who is he? Why did the brand lose $1.4 billion in value under Quakers stewardship in just four years? That covers development cost. Just as it had done with Gatorade, Quaker introduced Snapple in larger, more profitable sizes: in 32- and 64-ounce bottles. C) the diligence of employees. However, as its dial-up subscribers dwindled, Time Warner stuck to its Road Runner Internet service provider rather than market AOL. When Quaker sold Snapple to Triarc Companies, they converted the struggling Snapple brand into a successful one by applying a good marketing strategy. Another element of Quakers Snapple strategy came straight out of the Gatorade playbook. The convenience factor got people interested, and Schumacher went on to figure out a way to make them cook faster. 7 billion all stock bid. Further, a macroeconomic downturn led customers to expect more from their dollars. QOC produced Gatorade and sought to expand their beverage line with the merger/acquisition of Snapple Beverage Company (SBC) (History, 2011). This can help an M&A deal be successful. In 1994, grocery store legend Quaker Oats purchased the new kid on the block, Snapple, for $1.7 billion. At the time of the initial acquisi- A week prior to the results going public, a California judge ruled in favor of a man who claimed repeated exposure to Roundup caused his terminal cancer. Log in Join. Schumacher got creative, and started selling glass jars packed with cubed oats. Quaker Oats decision to sell its Snapple Beverages unit for an enormous $1.4-billion loss is one of many acquisitions that went bad for buyers. They had been told to come up with something completely different for the cereal, and they were given a stack of pitched ads representing everything Quaker Oats didn't want. Then revive the funky packaging, adventurous flavors, and anything-goes attitude that first made the brand soar. Did you notice? Quaker Oats & Snapple (1998) Disaster: US $1.4 billion Takeover talk continued to buzz around the company with suitors ranging from Nestle, PepsiCo and Danone mentioned. Give some thought as well to its soul. Our distributors buy a couple of hundred thousand cases of anything with the Snapple name on it because people are interested to try our latest thing, explains Weinstein, who now runs the Snapple operation for Cadbury Schweppes. Quaker Oats Co. is floundering in a sea of iced tea and fruit juices that cost it a fortune. Smithburg, who received no bonus over his $872,506 salary last year, declined to comment. Acquisition indigestion is a slang term that describes the difficulties that a company can face implementing a merger or acquisition. The mess involving Snapple--which virtually invented the market for alternative soft drinks and had sales of about $550 million last year--is also an illustration of corporate hubris that ultimately harmed Quaker and its stockholders. It has happened to corporate giants and high-technology start-ups alike, including I.B.M., Xerox, General Motors, Sony, General Electric and Novell. We drank the ideas, and we [took a look at] the packaging. After years of in-fighting, Quaker Oats was finally formed in 1901. The Quaker Oats' largest acquisition to date was in 1994, when it acquired Snapple Beverage for $1.7B. The confidence was easily understood: Quaker had an impressive record in beverage marketing, having developed Gatorade into a powerhouse national brand by skillfully executing a plan drawn straight from the marketing textbooks. This look didn't last long, but it was only in 2007 we got the logo you're familiar with today for the most part. customer feedback. Cultural clashes between the two entities often mean that employees do not execute post-integration plans. The brand proved harder to manage than Quaker anticipated and in 1997 was sold for a fraction of its acquisition price. Acutely aware of the make-or-break nature of the acquisition, Quakers executives formulated a marketing plan that sought to minimize or eliminate risk. In 1968, the New York Central and Pennsylvania railroads merged to form Penn Central, which became the sixth-largest corporation in America. Chicago-based Quaker has said that Snapple failed to catch on in middle America and last year pulled the drink line out of several markets. The movie was originally pitched as a pretty sweet deal for Quaker Oats. 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