Professional Documents
Culture Documents
Firms themselves
Workers, Managers, Competitors, Capital Providers, Economy
Indirect Losses
Job losses
Terminated economic activities
Future losses?
Important Issues
Competitive Advantage
Rivals
New
Entrant
s
Firm
Custome
rs
Supplie
rs
Response?
Cost Leadership
Differentiation
Focus
Product-Market Matrix
Product Present
Related
Unrelated
Market
Present
Risk (-)
Risk (+)
Risk (+)
Risk (++)
Related
Unrelated
Product-Market Matrix
Present Product
Does a Blue Ocean exist in the furthest corners (along the left-to-right diagonal)?
BCG Matrix
High
Low
High
Stars Profitability
++
(Retain Probably,
Yes!)
Question Marks
(Explore new
Markets through
M&A? Disinvest?)
Low
Cash Cows
(Explore new
Markets? M&A?)
Dogs (Disinvest?)
Market Share
GE 3-Circle Vision
Socio-Technical Transitions
Transitions
3 Distinct Layers
SNM
Strategic Rationale
Speculative Rationale
The target is a commodity Target is into novel products that has future benefits
Acquire-develop-sell
Acquire-split-sell
Political Rationale
Pre-M&A
Should We?
(Strategy)
Why? (Strategy)
Which? (Strategy)
How Much?
(Valuation)
M&A/Takeovers
(Financial/Legal)
Post M&A
Integration (Change
Management)
Correction (Change
Management)
5-S Model
Sundarsanam, 2001
Is their clarity?
Is their structure?
Change management
Communication plans
Goals
Integration of psyche (HP & Compaq)
Integration of Information Systems (Union Bank of
Switzerland and Swiss Bank Corporation)
A Few Questions
Thank You