Amazon has made some large purchases over the years, but they seem to favor making investments in companies, and marketing agreements with the companies they invest in. While some of their transactions were fairly public, a few were very private, and there aren’t many details on the web about those – for instance, it’s very difficult to find a date for the transaction involving Leep Technologies, which I’ve listed at the end of the 1999 acquisitions…click here to read ahead
Case Study about Implementation: Integrated Asset-Liability Management
This Case Study discusses integrated asset-liability management, a new management perspective that is evolving at the more innovative financial interme diaries in response to problems caused by the older functional management perspective. The older perspective calls for an organization to be structured into functional units, the decisions of which are coordinated by a corporate plan based on a macroeconomic forecast.
Integrated ALM as Innovative Management: The evolution of management perspectives can be seen as an innovative management response to business problems. The individual concepts combined in the newer perspective have almost always been well developed and accepted techniques. The problems with the older perspective have often been understood in theory, but have not become manifest. It is usually the occurrence of a major business problem that triggers the critique of the older management perspective and the introduction of new management techniques.
“Young technology companies often jump at the opportunity to partner with major players like IBM or Microsoft, even if those companies aren’t the best fit for them. OpenView can help by providing the information they need to take a more holistic view of the marketplace and widen their scope of prospective targets. The result is a list of candidates that better aligns with their objectives.”— Tien Anh Nguyen, Senior Associate, OpenView Labs
stage technology companies, the process of exploring potential strategic partnerships, acquisitions, or mergers can be like choosing the right spouse. It’s not a decision to be taken lightly and there are numerous factors that influence whether a strategic partnership makes sense for both parties.
It is essential to be well informed and, at a minimum, to establish clears goals, identify the best potential partners, and prioritize them appropriately. Although this vetting process can be risky and expensive, failing to perform meaningful due diligence can mean significantly decreasing the chances that your company will find the right partner..
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The biggest challenge in creating value from cross-border mergers and acquisitions (M&A) in rapidly developing economies (RDEs) is not extracting synergies, but understanding the full spectrum of risks before the deal is closed. Based on a survey of executives with extensive experience in M&A in RDEs, this focus highlights the four main drivers of these risks and how to minimize and manage them. A report by Boston Consulting Group…
a company was looking to expand its market share globally via the acquisition of another well-branded company. A successful acquisition would propel it into the number one position in its industry. Several factors complicated the
Merger and acquisition of any company always interesting for people who are in business. Every cases of this type helps us to understand the mechanism of amalgamation. Although this case is 4 years old but still have some importance. Silence of government authority is also notable in the case. Click here to read more…
Abstract: The US$ 90 billion merger of Glencore, one of the world’s largest diversified physical commodities traders, with Xstrata, a major player in the metals and mining industry, was expected to create a powerhouse in the mining industry.
The merger between these two could also reshape the competitive landscape in a majorly oligopolistic metals and mining industry.