Abstract
This paper presents an in-depth case study of the transition of strategy, R&D and new product development procedures after the acquisitions of a small entrepreneurial US high-tech company, SuperPower Inc., first by Philips of the Netherlands, and then by Furukawa Electric of Japan. We summarise the findings of interviews conducted in 2013 with SuperPower and Furukawa managers, and the former first general manager of SuperPower. We discuss the acquisition strategies and integration processes of the two companies. Philips exercised benign neglect toward SuperPower because of lack of strategic fit, while Furukawa planned a proactive redirection of SuperPower’s manufacturing process towards higher efficiency, total quality and lower cost. All key personnel of SuperPower remained with Furukawa during the first year. We conclude with the internal and external challenges ahead for the merged operations.
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