Sentence examples for example a merger from inspiring English sources

For example, a merger between two of the six major publishing companies, Random House and Penguin Group (Pearson) has been recently announced.

So for example a merger discussion could be hidden and private for both companies, or a channel with a startup's law firm could be open to all of the startup's employees but private for just a few people in the law firm.

To some analysts and market experts, it is a textbook example of a merger that would normally be blocked.

He pointed to this week's announcement of talks between OfficeMax and Office Depot, a classic example of a merger between two companies in the same business that would save costs and reduce competition.

The merger statute, for example, makes a merger illegal when its effect "may be substantially to lessen competition or to tend to create a monopoly". Because mergers in unrelated markets are not likely to produce significant anti-competitive effects—as that term is defined by today's courts they are permitted regardless of the merging companies' size.

GlaxoSmithKline is cited as an example of a merger that didn't work; it is bigger than the companies that formed it but still suffers from a relative paucity of new drugs.

For example, a company pursuing a merger might test how customers of its acquisition target feel about its brand.

One goal was to have Goldman wear several hats in deals, for example, by advising on a merger, financing it and investing in the transaction.

Last week, for example, US Airways, currently navigating a merger with American Airlines that will ultimately leave USAir in charge, announced that it would follow the lead of United Airlines and raise the penalty fees for changing most coach tickets to $200 from $150, and to $300 from $250 for some international flights.

Perhaps its talks will therefore explore other, cheaper options: a merger, for example, or a joint venture.

The United merger is a grand example of a consumer sinkhole — a merger that proves to be not just a onetime event but an ongoing disaster for consumers (and shareholders) who suffer for years after.