mergers and acquisitions

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Mergers and Acquisitions Merger A transaction where two firms agree to integrate their operations on a relatively coequal basis because they have resources and capabilities that together may create a stronger competitive advantage Acquisition A transaction where one firm buys another firm with the intent of more effectively using a core competence by making the acquired firm a subsidiary within its portfolio of businesses Takeover An acquisition where the target firm did not solicit the bid of the acquiring firm

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Problems in Achieving Success Reasons for Acquisitions

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Reasons for Acquisitions Example: Belgian-Dutch Fortis’ acquisition of American Banker’s Insurance Group Example: Watson Pharmaceuticals’ acquisition of TheraTech Example: British Petroleum’s acquisition of U.S. Amoco

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Example: General Electric’s acquisition of NBC Example: Kraft Food’s acquisition of Boca Burger Example: CNET’s acquisition of mySimon Reasons for Acquisitions

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Problems with Acquisitions Example: Marks and Spencer’s acquisition of Brooks Brothers Example: Intel’s acquisition of DEC’s semiconductor division Example: AgriBioTech’s acquisition of dozens of small seed firms

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Example: Ford and Jaguar Example: Quaker Oats and Snapple Example: GE--prior to selling businesses and refocusing Problems with Acquisitions

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Attributes of Effective Acquisitions

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Attributes of Effective Acquisitions

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Downscoping Reduced Debt Costs Downsizing Reduced Labor Costs Loss of Human Capital Lower Performance Alternatives Short-Term Outcomes Long-Term Outcomes Restructuring and Outcomes