Building M&A Integration capabilities


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Building M&A Integration capabilities

Vis færre oplysninger Heimeriks, Koen H. en_US Zollo, Maurizio en_US Gates, Stephen en_US 2009-02-04T10:27:26Z 2009-02-04T10:27:26Z 2006-12-08T00:00:00Z en_US
dc.description.abstract While firms increasingly rely on mergers and acquisitions as a key growth instrument, many firms have difficulty successfully integrating the target. To counter the disappointing statistics, some firms like IBM and Xerox use M&A practices that capture learnings to improve M&A integrations. Comparing occasional with master acquirers, we find that those that make effective use of such M&A practices increase their chances of success with up to 24%. While there are plenty of reasons for M&A integrations to fail, we derive four key lessons that give master acquirers a leading edge over their occasional counterparts. The findings are based on survey data by 101 firms engaged in 2,447 integrations over the past decade and one dozen expert interviews. The conclusions are based using case examples of master M&A integration practices from six master acquirers IBM, Xerox, Home Depot, Dow Chemical, GE Capital Finance and SC Johnson. JEL code: G34 en_US
dc.format.extent 21 s. en_US
dc.language eng en_US
dc.relation.ispartofseries SMG Working paper;2006-019 en_US
dc.title Building M&A Integration capabilities en_US
dc.type wp en_US
dc.accessionstatus modt06dec08 mielmo en_US
dc.contributor.corporation Copenhagen Business School. CBS en_US
dc.contributor.department Center for Strategi og Globalisering en_US
dc.contributor.departmentshort SMG en_US
dc.contributor.departmentuk Center for Strategic Management and Globalization en_US
dc.contributor.departmentukshort SMG en_US
dc.idnumber x656537336 en_US København en_US
dc.publisher.year 2006 en_US
dc.title.subtitle M&A practices as a key instrument to improve M&A integration en_US
dc.title.subtitle How Serial Acquirers Become Master Acquirers en_US

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