The Antidote: Volume 3 Issue 2

Category:

Strategy

Table of contents

Keeping M&A on an even keel (Mergers and acquisitions)

B Gould

States mergers and acquisitions (M&A) activity produces notoriously mixed results but that some companies do very well using M&A to grow shareholder returns at a…

Acquisition success without synergy?

T Kippenberger

Believes research shows that companies can achieve dramatic growth and high returns through nonsynergistic acquisitions. Forecasts that most companies can benefit from the…

Focusing on what to sell (or buy)

T Kippenberger

Contends that a continuous process of value‐destruction lurks in many diversified corporates, causing the HQ to depress the performance of subsidiaries, invisibly and…

Business unit strategy and acquisitions

T Kippenberger

Advises that strategic, financial and implementation analysis should be united into a single process of acquisition planning and due diligence. Accepts that acquisitions…

Evaluating potential synergies: costs, benefits and competition

B Gould

Argues that the failure of synergy stemmed from the inability of companies to understand and implement it, in the 1960s and 1970s. Contends there are valuable competitive…

Paying too much for the ‘S’ word

B Gould

Spells out that research shows synergies achieved are just not sufficient to justify the premiums paid. Focuses on recommendations for avoiding value destruction in…

How many valuations is a company to have?

B Gould

Covers some of the pricing and valuation approaches advocated by different writers in areas ranging from strategy to post‐merger integration to cross‐border mergers and…

Acquisition fallacies and net value added

B Gould, R Bull

Outlines the basic arithmetic of value and price in mergers and acquisitions, focusing on value and ignoring short‐lived accounting effects. States company buyers must…

Marketing due diligence … where do customer and marketing details fit into pre‐deal activity?

B Gould

Argues that the main benefits in mergers and acquisitions (M&A) come from finding opportunities to enhance competitive advantage and thereby achieve enduring growth in…

The impact on the people assets: evaluation and preparation

T Kippenberger

Looks at the effect of mergers and acquisitions on individuals in companies and how changes impact on them. Gives a panel that features the nine stages of emotional…

Company cultures in M&A (mergers and acquisitions)

S Soroghan, T Kippenberger, B Gould

Outlines two basics of successful mergers and acquisitions: agree on who has to change; and ensure suitable cultures. Examines organizational culture in combining…

Culture and cross‐border M&As (mergers and acquisitions)

T Kippenberger

Looks at cross‐border cultural factors that are influential in mergers and acquisitions (M&A) settings and considers it is an under‐researched area — drawing from…

International culture in context

B Gould

Contends that the greater the cultural distance or dissimilarity between two companies in a cross‐border merger and acquisition (M&A), the greater the risk of cultural…

The BMW acquisition of Rover

B Gould

Spotlights car manufacturer BMW and how its product range was stretched to meet modern demands. Looks at how BMW took over Rover and the benefits of the acquisition which…

ISSN:

1363-8483

Online date, start – end:

1996 – 2000

Copyright Holder:

Emerald Publishing Limited

Merged to become:

Strategy & Leadership