Based on eight years of research at 20 companies involved in 30 mergers or acquisitions in the United States, Europe and Asia, this book argues that too much attention is paid to takeover strategies and not enough to developing resources after they have been acquired. This book aims to redress this balance by devoting as much space to the issues that arise after an acquisition or takeover as to the measures needed to pull off the initial business coup.
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Philippe Haspeslagh is Associate Professor of Business Policy at INSEAD in Fontainebleau, France, and Director of its Strategic Issues in Mergers and Acquisitions Executive Program. David Jemison is Associate Professor of Management and Joseph Paschal Dreibelbis Faculty Fellow at the University of Texas at Austin. This book is based on the authors' research on acquisitions in ten countries as well as their experience as educators and advisors in the area of acquisition management and corporate development in international firms.
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Hardcover. Zustand: Poor. Ohne Umschlag. How can acquisitions help improve a firm's competitive position and lead to value creation? * Why do many acquisitions fail to live up to expectations? * Why do many managers think that integration means "make the other firms like us," rather than build on the complementary elements that were the original justification for the acquisition? * How can a management team improve its success with acquisitions? * How and what can firms learn from their acquisition experience? These persistent questions are addressed in this important book by Philippe Haspeslagh and David Jemison. Though much has been written about hostile takeovers, megamergers, and corporate restructuring, little attention has been paid to strategic acquisitions that firms throughout the world are using to accelerate the renewal of their business. After eight years of research in 20 companies in the United States, Europe, and Japan, Haspeslagh and Jemison offer a welcome antidote to an overly financial view of acquisitions. Real value, they show, is created only after the agreement is signed -- through managerial actions, not financial engineering. Against their innovative theory of how acquisitions create value, the authors examine the reality of acquisition decision making in most firms. Ironically, they point out, less effective acquisition decision making does not stem from a lack of analysis, but from problems in the acquisition process itself. The importance of their message manage the acquisition process -- becomes more vivid when Haspeslagh and Jemison address integration, identifying common problems and challenges. In addition, they offer a powerful framework for managers to think through their integration approach. Artikel-Nr. de69a7c8-cf69-4eb7-b524-4ea633235b80
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