After the Merger - Couverture rigide

Kroger, Fritz

Couverture rigide

ISBN 10 : 0273643541 ISBN 13 : 9780273643548

Editeur : Financial Times Prentice Hall, 2000

Synopsis

Mergers are making headlines and prompting questions about which will ultimately succeed and which will fail. The wave of mergers in all sectors continues unabated: petroleum, financial services, telecoms, automotives, accountancy, and even in publishing. Even in an economic downturn, merger and acquisition activity continues to accelerate. However, an A.T. Kearney pan-European study suggests that half the acqusitions fail to achieve their objectives, while three-quarters actually destroy shareholder value. The objective for most mega-mergers is to increase market share and capitalise from the [elusive] "synergies" between businesses while making substantial cost savings via economies of scale. With such a clear objective in mind how come things go so disastrously wrong? Although integration is not without stress for an organization and employees, mergers can succeed if companies develop and adhere to a highly disciplined strategy of adding value on day one while implementing a blueprint for future growth. After the Merger shows how.* This book provides answers about effective integration strategies under merger & acquisition situations * Categorises merger objectives and provides a framework for ensuring the core objective(s) are met * Identifies the seven merger types * identifies the generic "must-do" practices common to any M&A situation * Suggests strategies and tactics for successful merger integration depending on which of the merger types you are in * Offers practical support and advice for senior and middle managers undertaking merger projects * Includes corporate stories and anecdotes and offers a toolkit approach incorporating tips, diagnostics, and how to techniques

A propos du livre

Présentation de l'éditeur

Mergers are making headlines and prompting questions about which will ultimately succeed and which will fail.    The wave of mergers in all sectors continues unabated: petroleum, financial services, telecoms, automotives, accountancy, and even in publishing.   Even in an economic downturn, merger and acquisition activity continues to accelerate. However, an  A.T. Kearney pan-European study suggests that half the acqusitions fail to achieve their objectives, while three-quarters actually destroy shareholder value. The objective for most mega-mergers is to increase market share and capitalise from the [elusive] "synergies" between businesses while making substantial cost savings via economies of scale. With such a clear objective in mind how come things go so disastrously wrong? Although integration is not without stress for an organization and employees, mergers can succeed if companies develop and adhere to a highly disciplined strategy of adding value on day one while implementing a blueprint for future growth.  After the Merger shows how.

• This book provides answers about effective integration strategies under merger & acquisition situations
• Categorises merger objectives and provides a framework for ensuring the core objective(s) are met
• Identifies the seven merger types · identifies the generic "must-do" practices common to any M&A situation
• Suggests strategies and tactics for successful merger integration depending on which of the merger types you are in
• Offers practical support and advice for senior and middle managers undertaking merger projects
• Includes corporate stories and anecdotes and offers a toolkit approach incorporating tips, diagnostics, and how to techniques

Revue de presse

Une firme plus une firme font quoi?
Les experts d'AT Kearney auxquels nous devons cet ouvrage nous avertissent clairement : en matière de fusions, les plus grosses sont à venir ! Ce qui signifie que l'exercice d'acquisition-absorption, déjà très délicat aujourd'hui (plus de la moitié de fusions échouent), va devenir encore plus complexe.
D'où la nécessité de mettre en place une vraie méthodologie pour réussir ces opérations. Les slogans tels que synergie, complémentarité ou effet de taille ne suffisent plus à assurer que l'on va créer de la valeur pour les actionnaires, ou de la part de marché.
Certains groupes (tel Cisco) ont fait de cette forme de croissance une stratégie, parce que c'est une façon d'acheter de l'innovation dans un secteur qu'ils maîtrisent bien. D'autres fusionnent puis s'aperçoivent trop tard (BMW-Rover) que ça ne pouvait fonctionner. D'autres (BNP-Paribas) construisent l'intégration pierrepar pierre, en silence...
L'actualité des fusions est intense. Et nous n'avons encore rien vu ! -- La revue Résumés

Détails de l'édition

• Éditeur: Financial Times Prentice Hall
• Date d'édition: 2000
• Langue: anglais
• ISBN 10: 0273643541
• ISBN 13: 9780273643548
• Reliure: Relié
• Nombre de pages: 160
• Coordonnées du fabricant: non disponible
• Personne responsable: non disponible