By Andreas Freitag
As a primary step in the direction of making use of firm structure administration (EAM) in Mergers and Acquisitions (M&A), Andreas Freitag investigates the end-to-end applicability of industrial features within the M&A means of a company customer association. firms nonetheless fight to control M&A successfully. an important variety of merger initiatives don't succeed in the anticipated targets or fail thoroughly. for that reason, businesses try and increase their M&A power via setting up the mandatory talents, association, techniques and techniques. EAM is an strategy for company and IT making plans, promising to give a contribution to the luck of industrial transformation demanding situations similar to M&A. company strength versions are a necessary part of a cutting-edge EAM strategy. they're often used as a kick off point to paintings collaboratively with enterprise and IT stakeholders.
- Overview on state of the art of EA administration within the context of M&A
- A theoretical starting place for company capabilities
- Understanding the company shopper state of affairs and the company patron M&A process
- Application of industrial features within the M&A process
- Researchers and scholars within the box of commercial transformation, details structures, and informatics
- Practitioners within the box of Business/IT administration, firm structure, M&A, and Post-Merger Integration
About the Author
Andreas Freitag accomplished his doctoral thesis on the division of Informatics, Technische Universität München, less than the supervision of Prof. Dr. Florian Matthes.
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Extra info for Applying Business Capabilities in a Corporate Buyer M&A Process
Regional competitors [LM02]. A vertical integration refers to an M&A involving enterprises from di erent stages in the value chain. In this case, it results in an adaption of a company’s vertical range of manufacture. g. g. a manufacturer acquiring a supplier) [LM02]. Conglomerate integration refers to M&A across industries where the companies involved do not share a value chain or market [Ja08]. 26 2 Introduction to Mergers & Acquisitions Distribution of Power: The decision power can be di erently distributed among the companies that enter into an M&A.
Although sometimes underestimated, clients are not indi erent about the supplier company for their preferred products and services [Ho00b]. From a consumer’s perspective, increased market power of merged enterprise may result in higher prices. Especially for clients of the target enterprise, there is an uncertainty about the continuation of production and sales of certain products or services and the availability of personal contacts [LM02]. Another group of external participants are the relevant national and international authorities and bodies, as well as economic and social partners [GS09].
An M&A strategy with direct competitors leads to instant growth in market share, increased market power, and obviously to a reduction of competitors in the market. Moreover, new markets may be accessed through the enlargement of the product and service portfolio targeting at economies of scope [PP00]. M&A can also be a means to get access to technologies, production resources, knowledge as well as consumer or supplier channels. Di erentiation Strategy: In a di erentiation strategy, an enterprise tries to establish a unique position, addressing special consumer needs.
Applying Business Capabilities in a Corporate Buyer M&A Process by Andreas Freitag