tailieunhanh - Lecture Strategic management: Competitiveness and globalization, concepts and cases (4/e): Chapter 7 - Michael A. Hitt, R. Duane Ireland, Robert E. Hoskisson

Chapter 7 - Acquisition and restructuring strategies. Studying this chapter should provide you with the strategic management knowledge needed to: Explain the popularity of acquisition strategies in firms competing in the global economy, discuss reasons why firms use an acquisition strategy to achieve strategic competitiveness, describe seven problems that work against developing a competitive advantage using an acquisition strategy,. | Chapter 7 Acquisition and Restructuring Strategies Michael A. Hitt R. Duane Ireland Robert E. Hoskisson ©2000 South-Western College Publishing 1 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 2 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 . | Chapter 7 Acquisition and Restructuring Strategies Michael A. Hitt R. Duane Ireland Robert E. Hoskisson ©2000 South-Western College Publishing 1 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 2 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 3 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 risk compared to developing new products Cost of new product development Increased speed to market Increased diversification Avoid excessive competition Acquisitions Reasons for Acquisitions 31 Reasons for Acquisitions Example: Belgian-Dutch Fortis’ acquisition of American Banker’s Insurance Group Example: Watson Pharmaceuticals’ acquisition of TheraTech Example: British Petroleum’s acquisition of . Amoco Increased Market .

• Quản trị kinh doanh
• Strategic management
• Lecture Strategic management
• Strategic actions
• Strategic competitiveness
• Restructuring strategies
• Effective acquisitions
• Ebook Strategic management for travel and tourism
• Strategic management for travel and tourism
• Strategic choices
• Strategic implementation
• Analysis in strategic management
• Strategic alliances in the airline industry
• Strategic leadership
• Analyzing strategic management cases
• Knowledge management
• Competitive advantages
• Strategic management trade offs
• Bài giảng Quản trị chiến lược
• Key terms
• Strategic thinking development progress
• Comprehensive framework
• Stages of strategic management
• Strategic management process
• Sustained competitive advantage
• Internal environment analysis
• Human capital moderate the relationship
• Strategic thinking and strategic human resource management
• Human capital to enhance strategic HRM
• Effectively benefit from strategic thinking
• Significant effect on strategic HRM
• Lecture Management the new competitive landscape
• Management the new competitive landscape
• Technology strategy
• Strategic management model
• Cooperative strategy
• Strategic alliances
• Managerial labor markets
• Implementing strategy
• Strategic control
• Corporate governance
• Effective strategic leadership
• Ethical culture
• Learning organization
• Venture creation
• Corporate entrepreneurship
• Lecture Management
• The importance of strategic management
• The strategic management process
• Types of organizational strategies
• Explain why strategic management is important
• Internet strategies
• Competitor analysis
• External environmental analysis
• Business level strategy
• Competitive advantage
• Competitive dynamics
• Competitive rivalry
• Corporate level strategy
• Corporate strategy
• International strategy
• International strategy lifecycle
• Managerial Ccontrol
• Organizational structure
• Functional structure
• Internal corporate venturing
• Strategic market management
• Lecture Strategic market management
• Quản lý thị trường chiến lược
• Strategic analysis
• Strategic groups