DOCSLIB.ORG

List of Japanese Companies Doing Business in Africa 2019 Edition

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
List of Japanese Companies Doing Business in Africa 2019 Edition List of Japanese Companies Doing Business in Africa 2019 edition Africa Business Partners https://africabusinesspartners.com/ ■ Definition of Terms Target companies Type of operation (1) Japanese companies (registered in Japan excluding Japanese entity by established foreign company) A Locally incorporated company, branch, representative office registerd in Africa as well as local doing business in Africa and on the type of operation are among A to D in Type of operation company invested by Japanese company ・It excludes companiese which only dispatch Japanese personnel to Africa and also companies The ratio of share and the number of Japanese personnel in the office don't matter. which establish local office for the implement of ODA projects. ・The list contains only major comapnies for the industries (construction, used-car export, travel agency, B Locally incorporated company, branch, representative office, distributors by Japanese Japanese restaurants etc) in which there are many Japanese companies in Africa. non-African investment destination ・It excludes managiment consulting, development consulting, accounting firms, non- profit projects, Japanese company which subsidiary outside Africa is operating in Africa. research projects and donation projects. (2) Companies established by Japanese in Africa are included though they are not registered in Japan C Sales agent, distributors, partner of export /import and partnership alliance (Industry clasification #29 below) Japanese company with continuously partnership with African company through importing/exporting, order production, technical transfer etc.. Industry classification 1 Electrical, Electronic and Information, Heavy electricity D Other 2 Optical and Precision Instruments Japanese company which participates in construction project, ODA project, temporary dealing, 3 Medical, Medical materials and Examination machinery hold share in natural resources etc.. 4 Other machinery 5 Motor vehicles Order of companies' and countries' name 6 Motor vehicle parts and other transportation related equipment Japanese alphabetical order 7 Iron and Steel, Non-Ferrous Metals and Fabricated Metals 8 Chemical products Erea classification basis 9 Pharmaceuticals Following AU (African Union) practice 10 Paper, Construction material, Glass and Cement 11 Textile, Garment and Leather ■ Special note 12 Foods and Beverages ・The source of information in this list is from public information / information which was voluntarily 13 Other manufacturing industry provided by company / already known facts. 14 Flower Industry ・The information in this list is sourced as of November 2019. 15 Agriculture, Forestry and Fisheries ・A company's operating countries of operation type A are showed in the left column and countries of 16 Restaurant and Retail other operation types are in the right. 17 IT, Communication and Contents business ・The copyright of the list belongs Africa Business Partners. 18 Other service ・Though the information in this list can be quoted without permission, we request the clear indication 19 Natural resource and Energy of source as follows. 20 Construction, Equipment, Plant and Engineering "Source: List of Japanese companies doing business in Africa 2019 editioin, 21 Integrated Trading Company (Sogo Shosha) by Africa Business Partners" 22 Specialized and Middle size trading firm ・If you have any information that needs to be amended, corrected, updated, added, or have any 23 Used car dealer information regarding companies that wish to be newly included in this list, please contact below. 24 Marine transportation and Logistics service 25 Financial service 26 Travel agency ■ Inquiries about this list 27 Media and Advertising agent Africa Business Partners (Attn: Yukari Umemoto, Keiko Yamamoto) 28 Import of specialty goods from Africa http://africabusinesspartners.com/ 29 Local businesses started by Japanese entrepreneurs Email： [email protected] The number of Japanese companies doing business in Africa totals 563* #8 Algeria 18 #10 Tunisia 13 #4 Morocco 49 #3 Egypt 52 #9 Uganda 14 #6 Ghana 25 #2 Kenya 64 #5 Nigeria #7 Tanzania 34 23 More than 100 More than 30 #1 South Africa More than 10 141 More than 5 * Indicates total obtained by subtracting the number of “African companies with Japanese founders” (category A2 in the following page) from the number of companies with business structures listed in category A: “Locally incorporated company, branch, representative office, local investee company”. Total is 616 if including category A2 companies (collectively, category A1). Total is not deduplicated for companies with presence in multiple countries. The deduplicated total for Japanese companies with presence in at least one African country is 259. Country/Type of operation Breakdown: Japanese companies have a presence in all 54 countries Type of operation A1 A2 B C D A1 A2 B C D Angora 10 10 1 52 12 Ghana 26 25 8 59 8 Swaziland 2 2 0 20 0 Cabo Verde 0 0 1 10 0 Zambia 9 8 6 46 2 Gambia 2 1 2 16 0 Zimbabwe 3 3 2 48 0 Guinea 2 1 2 21 2 Namibia 6 6 2 30 3 Guinea-Bissau 1 1 1 13 0 South South Africa 148 141 13 131 13 Cote d'Ivoire 10 10 5 44 3 Botswana 4 4 2 32 0 Sierra Leone 2 2 1 16 0 Malawi 4 4 4 37 3 Senegal 11 9 4 44 3 West Mozambique 16 12 4 46 13 Togo 3 2 3 23 0 Lesotho 0 0 1 18 0 Nigeria 34 34 14 75 8 Uganda 17 14 4 62 2 Niger 1 1 1 20 1 Ethiopia 12 10 3 58 3 Burkina Faso 2 2 3 29 2 Eritrea 0 0 0 11 0 Benin 2 1 2 28 0 Kenya 76 64 10 124 13 Mali 1 1 2 28 0 Comoros 0 0 1 8 0 Mauritania 2 2 1 19 0 Djibouti 0 0 0 19 1 Liberia 4 4 2 19 1 Sudan 1 1 2 29 0 Gabon 2 2 4 26 3 East Seychelles 1 1 1 30 0 Cameroon 4 4 4 31 2 Somalia 0 0 0 10 0 Congo 2 2 3 26 1 Tanzania 31 23 6 64 6 DRC 2 2 4 35 1 Madagascar 3 3 1 44 4 Central Sao Tome and Principe 1 1 0 5 0 South sudan 0 0 0 10 0 Equatorial Guinea 1 1 1 13 2 Mauritius 5 5 0 55 0 Chad 1 1 2 15 0 Rwanda 14 5 5 32 1 CAR 1 1 0 15 0 Burundi 2 2 1 18 0 Type of operation Algeria 18 18 4 60 6 A:Locally incorporated company, branch, representative office Egypt 52 52 7 91 16 A1:including local businesses started by Japanese entrepreneurs North Tunisia 13 13 0 65 5 A2:excluding local business started by Japanese entrepreneurs Morocco 49 49 4 78 4 B:Locally incorporated company, branch, representative office, Libya 3 3 2 35 3 distributors by Japanese non-African investment destination C: Sales agent, distributors, partner of export /import and partnership alliance Total 616 563 156 1993 147 D:Other Historical comparison: The Highest growth both company and location counts in 2019 Location counts （including Japanese founders’ companies） Location counts (excluding Japanese founders’ companies) Company counts (including Japanese founders’ companies） Company counts (excluding Japanese founders’ companies) * Comparison of Type of operation A (locally incorporated company, branch, representative office) Location counts: location count is not deduplicated for instances of a single company with presence in multiple African countries Company counts: company count indicates the deduplicated total for Japanese companies with presence in at least one African country. Japanese founder’s companies: local company which is established by Japanese entrepreneurs and does not have presence in Japan 1. Electrical, Electronic and Information, Heavy electricity Countries which locally-incorporated companies, Representative and Other Operation Other operating countries Industry Company Name Branch offices exist operation Detail Corporate Web site A Southern Eastern Western Central Northern type Southern Eastern Western Central Northern Angola,eSwat ini,Zambia,Zi mbabwe,Na Uganda,Ethio Ghana,Seneg Cameroon,Co Algeria,Egypt, ・Sale of factory control instruments and medical devices mibia,South pia,Kenya,Tan 1 OMRON A South Africa C al,Nigeria,Mal ngo,DRCong Morocco,Liby ・Locally incorporated compay in South Africa http://www.omron.com/ Africa,Botswa zania,Mauriti i,Liberia o a ・Manages sales agents in 26 African countries from South Africa and Europe na,Malawi,M us ozambique,L esotho Ethiopia,Keny Algeria,Egypt, Angola,South a,Seychelles, Nigeria,Burki ・Sale of clocks, watches, calculatrs, digital cameras, and instruments 2 CASIO C Tunisia,Moro http://world.casio.com/ Africa Madagascar, na Faso ・Sales agents in 14 African countries cco,Libya Mauritius Angola,eSwat ・Sale of motorcycles and engines ini,Zimbabwe ・Supplied cement plant machinery with Marubeni in 2001, and supplied cement Kawasaki Heavy ,South Madagascar, Algeria,Egypt, crushing machinery in 2002. https://global.kawasaki.co 3 C Industries Africa,Namibi Mauritius Morocco ・A subsidiary, Earthtechnica, supplied a crushing machine to De Beers's diamond plant m/en/ Electric a,Botswana,M in Namibia al, alawi ・Sales agents in 12 African countries Electron ic and 1 Informa Kawasaki Thermal ・Sale of absorption chillers/heaters, and boilers https://www.khi.co.jp/corp 4 C Egypt tion, Engeneering ・Sales agents in Egypt /kte/EN/ Heavy electrici ty ・Sale of factory control instruments https://www.keyence.com 5 KEYENCE C South Africa ・Sales agent in South Africa /global.jsp Cabo Verde,Ghana, Eritrea,Ugand Angola,Zamb Gambia,Guin a,Ethiopia,Ke ・Sale of office equiment and audio-visual devices (e.g. digital cameras, video ia,Zimbabwe, ea,Guinea- Gabon,Camer nya,Comoros, equipment) eSwatini,Nam Bissau,Cote oon,Congo,D Djibouti,Seyc ・Locally incorporated companies in South Africa, Kenya, and Egypt. Branch office in ibia,Malawi,B d'Ivoire,Sierra RCongo,Sao Algeria,Egypt, Egypt,Morocc helles,Somali Morocco. 6 CANON A South Africa Kenya C otswana,Sout Leone,Seneg Tome,Equato Tunisia,Moro https://global.canon/en/ o a,Tanzania,M ・Regional sales agents in every region with the exception of Sudan, covering 53 h al,Togo,Niger rial cco,Libya adagascar,So African countries.
Load more

Recommended publications
  • Organization Sector Report Title Publication Year Report Type
    GRI Reports List 2012（Japan） last updated: April 2013 Organization Sector Report Title Publication Year Report type Application Level Status Adeka Chemicals CSR Report 2012 2012 GRI - Referenced Advantest Technology Hardware Corporate Report 2012 2012 GRI - Referenced AEON Retailers Environmental and Social Report 2012 2012 GRI - Referenced Aeon Retailers Environmental & Social Initiatives 2012 2012 Non - GRI Aishin Seiki Equipment Aisin Report 2012 2012 GRI - Referenced Ajinomoto Food and Beverage Products Sustainability Report 2012 2012 Non - GRI All Nippon Airways Coompany Limited Aviation Annual Report 2012 Non - GRI Asahi Glass Company Chemicals AGC Report 2012 2012 GRI - Referenced Asahi Group Holdings Food and Beverage Products CSR Communication Report 2012 2012 GRI - Referenced Asahi Kasei Chemicals CSR Report 2012 2012 GRI - Referenced Astellas Pharma Health Care Products Annual Report 2012 2012 GRI - G3.1 B Self-declared azbil Conglomerates azbil Report 2012 2012 Non - GRI Benesse Holdings, Inc. Other Benesse Report 2012 2012 GRI - Referenced Bridgestone Chemicals CSR Report 2012 2012 GRI - Referenced Brother Technology Hardware CSR Report 2012 2012 GRI - Referenced Canon Technology Hardware Sustainability Report 2012 2012 GRI - Referenced Casio Consumer Durables Sustainability Report 2012 2012 GRI - G3.1 B Self-declared Chiyoda Corporation Construction CSR Report 2012 2012 GRI - Referenced Chubu Electric Power Energy Annual Report 2012 2012 GRI - Referenced Citizen Holdings Conglomerates CSR Report 2012 2012 GRI - Referenced
    [Show full text]
  • Dual Class Companies List
    Dual Class Companies List The following US-incorporated, Russell 3000 companies have at least two outstanding classes of common stock with unequal voting rights as of March 2017. Primary Company Name Unequal Voting Structure Ticker Class A: 1 vote per share 1-800-FLOWERS.COM FLWS Class B: 10 votes per share Class A Common: 1 A. O. Smith AOS Common: 1/10 Time-phased voting: Aflac AFL 1 vote per share until stock held for 4 years, then 10 votes per share Class A: 1 Albany International AIN Class B: 10 Class A: 1 Alphabet GOOGL Class B: 10 Class C: no votes Class A: 1 AMC Entertainment Holdings AMC Class B: 3 Class A: 1; elects 25% of board AMC Networks AMCX Class B: 10; elects 75% of board Class A: 1 Ameresco AMRC Class B: 5 Class A: 1 American Homes 4 Rent AMH Class B: 50 Class A: 1/10; elects 25% of board American Software AMSWA Class B: 1; elects 75% of board Class A: 1 AppFolio APPF Class B: 10 Primary Company Name Unequal Voting Structure Ticker Class A: 1 Apptio APTI Class B: 10 Class A: no votes Artesian Resources ARTNA Class B: 1 Class A: 1 Artisan Partners Asset Management APAM Class B: 5 Class A: 1 Ascent Capital Group ASCMA Class B: 10 Class A: 1 Associated Capital Group AC Class B: 10 Common: 1 Astronics ATRO Class B Common: 10 Class A: 1 Baldwin & Lyons BWINB Class B: no votes Class A: 1 Bel Fuse BELFB Class B: no votes Class A: 1 Berkshire Hathaway BRK.B Class B: 1/10,000 Class A: 1 BGC Partners BGCP Class B: 10 Class A: 1/10 Bio-Rad Laboratories BIO Class B: 1 Class A: 1 Box BOX Class B: 10 Class A Nonvoting: no votes Brady
    [Show full text]
  • Factors Affecting Consumer's Purchase Intention When Buying a Sedan Car
    Factors Affecting Consumer's Purchase Intention When Buying Toyota Corolla in Pakistan By AHSAN RAZA AYESHA MAJID VINZA ZAFAR YAHA REHMAN MBA-II-C MARKETING RESEARCH SUBMITTED TO PROF. SAAD SHAHID RUNNING HEADER: Marketing Research Toyota Indus Motors 1 Table of Contents Executive Summary ................................................................................................................... 4 Introduction ................................................................................................................................ 6 Background ............................................................................................................................ 6 Why did we choose this company? ........................................................................................ 9 Literature Review..................................................................................................................... 10 Industry Analysis ..................................................................................................................... 13 Competitor analysis ......................................................................................................... 13 Automotive Industry trends in Pakistan ........................................................................... 13 Company Analysis ............................................................................................................... 15 Problem Definition..................................................................................................................
    [Show full text]
  • Konya Bölgesi Otomotiv Sektörü
    KONYA BÖLGESİ OTOMOTİV YAN SANAYİ SEKTÖRÜ İÇİN İHRACAT PAZAR ARAŞTIRMASI 1. GİRİŞ Dünyada gelişmiş ve gelişmekte olan hemen hemen her ülkenin lokomotif sektörlerinden biri de otomotiv ve otomotiv yan sanayi sektörüdür. Türkiye’de otomotiv ve otomotiv yan sanayi sektörü başta Marmara Bölgesi olmak üzere, çeşitli illerimizde ciddi gelişimler göstermiştir. Özellikle Bursa, İstanbul, İzmir, Kocaeli, Konya, Ankara, Adana ve Manisa Türkiye’de otomotiv ve yan sanayisinin geliştiği iller içerisinde en önemli yeri tutarlar. Türkiye’de otomotiv ve bu sektöre bağlı yan sanayi 1950’li yıllarda cılız hareketlerle başlamasına rağmen, ilk ciddi gelişim Devrim adı verilen Türk imalatı otomobillerin üretimi ile başlamıştır. Ancak Türkiye’de seri halde otomobil üretiminin Anadol markası ile 1966 yılında başladığı bilinmektedir. 1970’lerde yeni montaj hatlarının kurulmasıyla birlikte başka marka araçların da ülkemizde seri üretiminin yapıldığı görülmektedir. Otomotiv ve otomotiv yan sanayisiyle ilgili altyapı ve üst yapı yatırımları, Türkiye’nin 1980’ler ile 1990’lı yıllarında bu sektörü hızla ülke ekonomisi içerisinde üst sıralara taşımıştır. Özellikle 1996 yılında Gümrük Birliği Anlaşmasının yürürlüğe girmesi, sektörü büyük oranda dış rekabete açmış ve hızla değişen küresel koşullara uyumunu sağlamıştır. Bugün otomotiv yan sanayi sektörü Türkiye’nin en önemli imalat ve ihracatçı sektörlerinden biridir. Aşağıdaki tabloda otomotiv yan sanayi sektörünün son on yıllık ihracat ve ithalat rakamları gösterilmektedir. YILLAR OTOMOTİV AKSAM VE OTOMOTİV AKSAM VE
    [Show full text]
  • Yamaha Motor Company
    YAMAHA MOTOR COMPANY Challenge The Need for Speed Solve database access performance problems emerging after redesigning Whoever first said “Instant gratification isn’t fast enough” could easily have the application and switching to a new been referring to a business website user’s experience. For Yamaha Motor application server Europe, a supplier of motorcycles and related motorized products, this has certainly been the case with the operationally-critical dealer website. The Solution Replacement of default Microsoft site connects their 1,500 European dealers with the Yamaha distributors in SQL Server drivers with Progress® 12 countries. The website is designed so that dealers can quickly order spare DataDirect ® JDBC drivers parts for one of Yamaha’s dozens of motorized products as well as register warranties and process warranty claims. The Yamaha dealer site plays Benefit an important but understated role for the Yamaha brand in Europe. The 10X improvement in page load time; experience of owning a Yamaha product is influenced by the ease of service. 20X improvement in database access performance By efficiently connecting dealers and distributors, the Yamaha dealer site ensures a positive impression of the brand for the end customer, the person who actually bought the water vehicle or motorcycle. “For users of our website, there are only two acceptable speeds for the underlying application and database: Fast and faster,” said Kees Trommel, Division Manager Information Systems at Yamaha Motor Europe. “With hundreds of data points, such
    [Show full text]
  • Kawasaki Report 2019 Kawasaki Group Mission Statement
    Kawasaki Report 2019 Kawasaki Group Mission Statement Kawasaki formulated the Kawasaki Group Mission Statement as a compass directing the activities of Contents Editorial Policy the Kawasaki Group. The statement incorporates the Group’s social mission and, to increase the Since fiscal 2013, the Kawasaki Group has published the Kawasaki Report as an inte- Introduction grated report. Kawasaki brand value, shared values, the underlying principles of management activities, and The report serves as a tool for communication with stakeholders and includes infor- mation about the Group’s efforts to create value for society and boost enterprise value, guidelines for the daily conduct of each and every member of the organization. 2 Value Creation through Technological management policies, business environment and strategy, and environmental, social and Innovation governance (ESG)-related content. 4 Our Approach to Sustainable Value For more information on many of the topics touched upon in this report, please visit Creation our website. IR information: https://global.kawasaki.com/en/corp/ir/ 6 Social Value Created through Our CSR information: https://global.kawasaki.com/en/corp/sustainability/ Businesses Environmental information: https://global.kawasaki.com/en/corp/sustainability/ environment/index.html Group Mission 8 Performance Highlights Period This report covers fiscal 2018 (April 1, 2018 to March 31, 2019), but some fiscal 2019 Management Strategy content is also included. Please note that in Kawasaki Report 2019, the Company has adopted the fiscal year notation that designates the stated fiscal by the calendar year in which it begins. The year under review in this report is thus fiscal 2018, the year from Kawasaki, working as one 10 Message from the President April 1, 2018 to March 31, 2019.
    [Show full text]
  • Comcast Corporation: Acquisition of NBC Universal and the Battle for Sports Programming
    Comcast Corporation: Acquisition of NBC Universal and the Battle for Sports Programming Executive Summary Comcast acquired NBC Universal on January 28th of2011. Upon this purchase, they also acquired the various networks of USA, Bravo, SyFy, CNBC, and MSNBC all being huge additives in the purchase adding to the revenue of the business venture at stake. Comcast’s resource development has been established by Comcast’s marketable assets defining themselves by product research as well as the development of the acquired technology, and the development of various systems. Comcast’s general idea is to implement the thought of a resonating concept that radiates to the general public regarding itself in a way that is marketable to all. The resources and abilities combined with Comcast’s already strong logistics, as well as their excellent marketing abilities and excellent customer service departments have created a strong infrastructure that is more than capable and prepped for expansion. The major expansions that appear on the horizon for Comcast are equally distributed by the ability to expand their corporation. As such, their acquisition of NBC will vastly expand their ability to obtain new technological and content capabilities As it is, Comcast itself is a multimedia giant, being known throughout the United States as one of the leading providers of cable television as well as a provider of internet and phone services. It is through this vast resource system that has not only allowed Comcast to grow into a multimedia giant, but create the opportunity to grow into a national leading provider and well subscriber to all.
    [Show full text]
  • 2021 Off Road Competition
    2021 Off Road Competition VICTORY Tune. Race. Win. Back in 1955, when Yamaha Motor Company Developed from the race-winning factory bikes, For the last 40 years the PW50 has been the was founded, the engineers who developed the all-new 2021 YZ250F gets a more powerful mini-bike of choice with first-time junior riders, the first ever Yamaha motorcycle decided that engine together with a sharper handling chassis as it is designed specifically to suit their needs the best way to test it to the limit was to race to make it quicker, smoother and more agile. and skills – to enjoy their first motorcycle and it. And it won first time out. Now, after seven Both the YZ250F and YZ450F get radical new to start making memories. The smooth fully- decades of winning, the company’s commitment Icon Blue bodywork with bold graphics. And automatic gearbox makes for rider-friendly to racing is as strong as ever. 2020 started on a the hot news for 2021 is the launch of the performance and easy handling, making it the high with the 250SX West Coast Championship YZ250F Monster Energy Edition and YZ450F ideal first bike to own and maintain. win for Dylan Ferrandis. The Monster Energy Monster Energy Edition – the ultimate factory- Star Yamaha Racing team rider defended his style special editions. For 2021 the legendary The 2021 range also includes the full range of title to score back-to-back 250SX West Coast YZ250 is once again joined by the YZ125, YZ85 TT-R50, TT-R110 and TT-R125 4-stroke models.
    [Show full text]
  • Africa's Automotive Industry: Potential and Challenges
    Africa’s Automotive Industry: Potential and Challenges Anthony Black, Brian Makundi and Thomas McLennan 3 Industrialise Africa n° 282 September 2017 Working Paper Series African Development Bank Group Working Paper No 282 Abstract The low level of industrialisation is a major problem expanding market and automotive trade deficit of in Africa. Many analysts have argued that lack of $16.3 billion, it is important that ways are found to structural change during the phase of economic efficiently attract investment especially into parts of expansion since 2000 will impede future growth the sector, which are more appropriate for lower- prospects due to the ongoing reliance on income countries. A number of larger countries such commodities. This in turn has serious consequences as Nigeria and Kenya are now embarking on plans for the ability to expand employment. This paper to develop domestic automotive production. Some outlines the limitations of industrial development in of these plans run the risk of encouraging low- Africa in recent decades and briefly explores the volume, inefficient production which provides little various industrialisation options. It then goes on to value added or employment. What is required is the use the example of the automotive industry to broadening of the market through regional examine both the possibilities and pitfalls facing the integration to allow for large-scale, productive development of this important sector. The investment. These issues are explored using Kenya automotive industry is a relatively sophisticated as a case study. industry, but with sub-Saharan Africa’s rapidly This paper is the product of the Vice-Presidency for Economic Governance and Knowledge Management.
    [Show full text]
  • List of Japanese Enterprises Doing Business with African Continent and Countries
    List of Japanese Enterprises Doing Business with African Continent and Countries （English Ver.) January 2016 AFRICAN DEVELOPMENT BANK External Representation Office for Asia Africa Business Partners Definition of term： Industry classification Type of operation (1-11: Manufacture of) A Locally-incorporated companies, representative offices, branch offices 1 Electrical, electronic and information processing (Regardless of capital contribution ratio or whether there are Japanese representatives. equipment and related products Include also the local businesses started by Japanese entrepreneurs.) 2 Transportation equipment, motor vehicles and related products B Trading relationship only 3 Precision instruments and medical machinery (Continuous import and export, trade with local distribution outlet, consignment production, etc.) 4 General machineries C Other 5 Heavy machineries (Project participation, acquiring interests, consultation, survey, ODA projects, CSR, etc.) 6 Ferrous, non-ferrous metal and products Order of companies' and countries' name 7 Chemical products Japanese alphabetical order 8 Drugs and medicines Erea classification basis 9 Glass, cement and ceramic products Following AU (African Union) practice 10 Textile, clothes, and leather Note： 11 Other miscellaneous products ・The information in this list was extracted from public information / information 12 Agriculture, forestry and fisheries which was voluntarily provided by company / already known facts but not from 13 Foods and beverages any restricted information source. 14 Pulp and paper ・The information in this list is correct as of November 2015. 15 Retail business ・As for certain industries that hold a large number of companies, only some of them 16 Restaurants and food service which show continuity in operation, or office presence as business representation 17 Education service are listed.
    [Show full text]
  • A Discriminant Analysis and Evaluation of Corporate Acquisition Criteria
    University of Massachusetts Amherst ScholarWorks@UMass Amherst Doctoral Dissertations 1896 - February 2014 1-1-1973 A discriminant analysis and evaluation of corporate acquisition criteria. Arthur L. Herrmann University of Massachusetts Amherst Follow this and additional works at: https://scholarworks.umass.edu/dissertations_1 Recommended Citation Herrmann, Arthur L., "A discriminant analysis and evaluation of corporate acquisition criteria." (1973). Doctoral Dissertations 1896 - February 2014. 5907. https://scholarworks.umass.edu/dissertations_1/5907 This Open Access Dissertation is brought to you for free and open access by ScholarWorks@UMass Amherst. It has been accepted for inclusion in Doctoral Dissertations 1896 - February 2014 by an authorized administrator of ScholarWorks@UMass Amherst. For more information, please contact [email protected]. A DISCRIMINANT ANALYSIS AND EVALUATION OF CORPORATE ACQUISITION CRITERIA A dissertation By Arthur Lyon Herrmann B.S. University of Connecticut, 1950 M.B.A., University of Hartford, 1966 Submitted to the Graduate School of the University of Massachusetts in partial fulfillment of the requirements for the degree of Doctor of Philosophy April 1973 Major Subject General Business and Finance A DISCRIMINANT ANALYSIS AND EVALUATION OF CORPORATE ACQUISITION CRITERIA I I A Dissertation By Arthur Lyon Herrmann Approved as to style and content by: f ' * ' 1 1) A ■ f WS (Ch-dirman of Committee) iU Alexander Barges ^^7 irector Graduate Studies) John T. Conlon (Member) William B. Whiston \ 11 ACKNOWLEDGMENTS The writer wishes to express special thanks to Dr. Alexander Barges, Chairman of the Department of General Business and Finance, for his guidance and assistance throughout this research. The writer is further indebted to Dr. Barges for the help, guidance, and encouragement he has generously given for the past three years.
    [Show full text]
  • TVS Srichakra Ltd.P65
    SECTOR: AUTO ANCILLARY TVS Srichakra Ltd STOCK INFO. BLOOMBERG 19 July 2012 BSE Sensex: 17,185 SRTY.IN Buy REUTERS CODE S&P CNX: 5,216 TVSC.BO Initiating Coverage `326 (` CRORES) We recommend to BUY TVS Srichakra Ltd (TVSSL) for a one- Y/E MARCH FY12A FY13E FY13E year price target of `465 - 7XFY12 earnings. Net sales 1,396 1,512 1,694 INVESTMENT ARGUMENTS: EBITDA 131 141 156 Strong player in 2 wheeler tyres RPAT 40 51 67 Adspends to aid replacement market growth BV/Share (`) 184.8 234.2 303.5 Operating leverage to come into play Adj. EPS (`) 51.8 66.3 87.4 GROWTH DRIVERS EPS growth (%) 1.0 28 32 Strong player in 2 wheeler tyres: TVSSL, after MRF, is the 2nd P/E (x) 6.3 4.9 3.7 largest player in 2 wheeler tyres with sales of 1.67 cr 2-wheeler and P/BV (x) 1.8 1.4 1.1 3-wheeler tyres in a 6.7 cr 2/3 wheeler tyre market. The company is EV/EBITDA (x) 4.2 3.8 3.2 a supplier to leading players in this segment such as Hero Motocorp, Bajaj Auto and TVS Motors. The company has, also, been makring Div yld (%) 4.1 4.4 4.8 efforts to break into new OEM customers with positive results that ROE (%) 31 32 33 will over a period of time get reflected in numbers. The company RoCE (%) 26 26 27 derives 58% of its revenue from the OEM segment. As 2-wheeler sales grow 12-15% p.a.
    [Show full text]