通信行业7企业并购与重组

Learn and develop new capabilities
Reshape firm’s competitive scope
Overcome entry barriers
Acquisitions
Cost of new product development
Increase speed to market
❖ Acquisition: a strategy through which one firm buys
a controlling interest in another firm with the intent of making the acquired firm a subsidiary business within its own portfolio
when a firm is able to sell its goods or services above competitive levels or
when the costs of its primary or support activities are below those of its competitors
❖ Takeover: a special type of an acquisition strategy
wherein the target firm did not solicit the acquiring firm’s bid
Reasons for Making Acquisitions
Increase market power
Strategic Outcomes Strategic Actions
Strategy Formulation
Chapter 4 Business-Level
Strategy
Chapter 5 Competitive Rivalry
and Competitive Dynamics
Chapter 6 CorporateLevel Strategy
Chapter 7 Acquisition and wenku.baidu.comestructuring
Strategies
Strategy Implementation
Chapter 10 Corporate Governance
Chapter 11 Organizational Structure and
Controls
provides a new entrant with immediate market access
Reasons for Making Cost of NewAPcroqduuicstitDioevneslo:pment
and Speed to Market
❖ Significant investments of a firm’s resources are required to
Increase diversification
Lower risk compared to developing new products
Reasons for Making Increased MAarckqetuPisowitieorns:
❖ Factors increasing market power
Chapter 12 Strategic Leadership
Chapter 13 Strategic Entrepreneurship
Feedback
Strategic Competitiveness Above-Average
Returns
Mergers and Acquisitions
❖ Merger: a strategy through which two firms agree to integrate their operations on a relatively coequal basis
Reasons for Making Overcome BAarcriqeursistoitiEonntrsy:
❖ Barriers to entry include
economies of scale in established competitors differentiated products by competitors enduring relationships with customers that create
usually is derived from the size of the firm and its resources and capabilities to compete
❖ Market power is increased by
horizontal acquisitions vertical acquisitions related acquisitions
product loyalties with competitors
❖ acquisition of an established company
may be more effective than entering the market as a competitor offering an unfamiliar good or service that is unfamiliar to current buyers
通信行业7企业并购与重组
Strategic Inputs
Chapter 2 The External Environment
Chapter 3 The Internal Environment
Strategic Intent Strategic Mission
The Strategic Management Process
Develop new products internally introduce new products into the marketplace
❖ Acquisition of a competitor may result in