ch07Acquisition and Restructuring Strategies(战略管理,英文版)课件.pptVIP

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ch07Acquisition and Restructuring Strategies(战略管理,英文版)课件.ppt

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ch07Acquisition and Restructuring Strategies(战略管理,英文版)课件

Chapter 7 Acquisition and Restructuring Strategies Ch7-* Michael A. Hitt R. Duane Ireland Robert E. Hoskisson ?2000 South-Western College Publishing 娱颅晨锗钵弹蹭珠切纪瞎挥龋菜除添跟挺秉谭方孜轮衅糖毅炊奋明魔合千ch07Acquisition and Restructuring Strategies(战略管理,英文版)课件ch07Acquisition and Restructuring Strategies(战略管理,英文版)课件 Chapter 3 Internal Environment Chapter 2 External Environment The Strategic Management Process Strategic Intent Strategic Mission Strategic Competitiveness Above Average Returns Feedback Strategy Formulation Chapter 4 Business-Level Strategy Chapter 5 Competitive Dynamics Chapter 6 Corporate-Level Strategy Chapter 8 International Strategy Chapter 9 Cooperative Strategies Chapter 7 Acquisitions Restructuring Strategy Implementation Chapter 10 Corporate Governance Chapter 11 Structure Control Chapter 12 Strategic Leadership Chapter 13 Entrepreneurship Innovation Strategic Inputs Strategic Actions Strategic Outcomes 纠摘嘱挖熄晃婚长高瓦怠厅维偏罗邹迢惮赦岭矢闸这惧盐邑硒章牲今杰冬ch07Acquisition and Restructuring Strategies(战略管理,英文版)课件ch07Acquisition and Restructuring Strategies(战略管理,英文版)课件 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 簇厦塞姥国罪翅报物狐吓臻蛛棉咀沥踌月札大怖届咋基崭逞静戒伞李络哆ch07Acquisition and Restructuring Strategies(战略管理,英文版)课件ch07Acquisition and Restructuring Strategies(战略管理,英文版)课件 Problems in Achieving Success Integration difficulties Inadequate evaluation of target Too much diversification Large or extraordinary debt Inability to achieve synergy Managers overly focused on acquisitions Too large Increased market power Overcome entry barriers Lower