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Chapter 8
8-1
Strategic Inputs
The
Strategic Actions
Strategy Formulation
Chapter 5 Bus. - Level Strategy Chapter 6 Chapter 7 Competitive Corp. - Level Dynamics Strategy Chapter 10 Cooperative Strategies
Strategy Implementation
Chapter 11 Chapter 12 Corporate Structure Governance & Control
Strategic Outcomes
Feedback
8-2
8-4 *
Takeover:
An acquisition where the target firm did not solicit the bid of the acquiring firm.
2006 by Nelson, a division of Thomson Canada Limited. 8-5
Horizontal Acquisition
The acquisition of a company competing in the same industry in which the acquiring firm competes.
Vertical Acquisition
A firm acquiring a supplier of distributor of one or more of its goods or services.
Related Acquisition
The acquisition of a firm in a highly related industry.
8-6
8-7
8-10
8-11
Overly Diversified
Acquirer doesnt have expertise required to manage unrelated businesses. GE--prior to selling businesses and refocusing
Too Large
8-14
Restructuring Activities
Downsizing
Wholesale reduction of employees. Agilient Technologies cutting of its workforce by 15,000 jobs
Downscoping
Selectively divesting or closing non-core businesses. Reducing scope of operations. Leads to greater focus. Telus cutting of its workforce by 6,000 jobs
Long-Term Outcomes Loss of Human Capital Lower Performance Higher Performance Higher Risk
8-16
Downsizing
Downscoping
Leveraged Buyout