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Union Pacific
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[quote]QUOTE: <i>Originally posted by farmer03</i> <br /><br />maybe i've missed the answer to this somewhere so i'll take the lazy way out, but how could UP not have possibly known about SP's supposed 'bad' physical plant? wasn't anything looked at, toured, figured out, thought out? or did UP just roll over out of bed one day and decide "hey, i'm gonna buy the SP" the next day cut the check and later on that afternoon pick up the title. <br /> <br />it just seems hard to swallow the excuse of 'no one knew how bad the SP really was'. maybe the answer is indeed the whole corporate culture deal. the cheifs wouldn't listen to the indians. <br /> <br />maybe if someone has some extra time, could you explain the post-CNW merge meltdown? i wasn't aware of anything happening then. a preemptive thanks.. <br />[/quote] <br /> <br />Insider Trading laws make it very difficult to involve the people who really know what the problems are prior to a merger or acquistition, while the board and management of the company being acquired do everything they can to get the best price. Few mergers go smoothly according to plan, the Board may be judging performance based on how well the organization recovers. Consider how NS & CSX have done with Conrail or in another field the HP merger with Compaq.
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