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Merger proposal: Deutsch Lufthansa AG – SAS AB

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documents in English
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case study
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12 pages
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  1. Introduction
  2. Strategic vision
  3. Goals of the merger with SAS group
  4. External factors driving industry consolidation
  5. Synergies
  6. Implementation
  7. Valuation criteria
  8. Valuation
  9. Negotiation
  10. Conclusion

The success of Lufthansa is based on the outstanding team performance of our employees, our coherent strategy, the consistent tapping of market potential, future-oriented investment policies and sustainable cost discipline,? according to CEO Wolfgang Mayrhuber. Lufthansa intends to be a leader in the consolidating airline industry by staying ahead of trends and increasing access to the most profitable markets in the EU and internationally. He defines three main steps LH has to take to defend its market position. First, defend the German home market, second, become indispensable in the European market through integration of carriers with complementary networks, and third, defend global markets through strategic partnerships and investments in services to/from emerging markets.

Lufthansa wants to replicate the success it had with the Swiss merger and subsequent integration, which tapped significant synergetic potential. With its takeover of SWISS and now SAS, Lufthansa is improving its position as the leading European network carrier. The integration of Swiss led to an enhanced position in particular in the Alpine region, southern Europe, and Africa. SAS, on the other hand, contributes access to a strong customer base in Scandinavia, Spain, and partially the U.K. SAS benefits as the Group obtains a strong partner in Lufthansa, which is both well-positioned in international airline markets and can also offer the necessary financial strength for further growth initiatives.

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