Benaderingen voor de Integratie van Acquisities

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Fusies en Overnames. Verklaring van de Benaderingen voor de Integratie van Acquisities van Philippe Haspeslagh en David Jemison. ('90)

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De Benaderingen voor de Integratie van Acquisities van Philippe Haspeslagh en David Jemison geven†inzicht en raad i.g.v. Fusies en Overnames bij het kiezen van de optimale integratieaanpak.


In Fusies en Overnames was het motto traditioneel meestal: ĄMaak hen als onsď. Of er werden vrij eenvoudige criteria gebruikt om een aanpak te kiezen. Zoals de grootte en de kwaliteit van de verworven firma.


Haspeslagh en Jemison (1990) hebben naar voren gebracht dat de aanpak, die een bedrijf voor integratie zou moeten nemen, zou moeten worden bezien door twee (extra) criteria te overwegen:

  1. De behoefte aan strategische onderlinge afhankelijkheidM&A - Benaderingen voor de Integratie van Acquisities.
  2. De behoefte aan organisatorische autonomie.

Vier Types van waardecreatie in Fusies en Overnames

Natuurlijk is het doel en de centrale taak bij iedere acquisitie om de waarde te creŽren die wordt mogelijk gemaakt wanneer de twee organisaties worden gecombineerd. Er zijn vier types van waardecreatie:

  1. Middelen samen gebruiken. De waarde wordt gecreŽerd door de bedrijven op operationeel niveau te combineren.
  2. Overdragen van functionele vaardigheden. De waarde wordt gecreŽerd door bepaalde mensen te verplaatsen of door informatie, kennis en know-how te delen.
  3. Overdragen van algemene managementvaardigheden. De waarde wordt gecreŽerd door beter inzicht, coŲrdinatie of controle.
  4. Combinatie voordelen. De waarde wordt gecreŽerd door financiŽle middelen te gebruiken als hefboom, door leencapaciteit, door verhoogde inkoopkracht of door grotere marktmacht.

organisatorische Autonomie

Haspeslagh en Jemison waarschuwen ervoor dat de managers niet uit het oog moeten verliezen dat de strategische taak van een acquisitie is om waarde te creŽren. Verder moeten zij niet te snel autonomie toestaan, hoewel mensen natuurlijk belangrijk zijn, en vrij en met waardigheid moeten worden behandeld. De behoefte aan organisatorische autonomie kan worden beantwoord gebruikmakend van drie vragen:

  1. Is de autonomie essentieel voor het bewaren van de strategische capaciteit die†wij hebben gekocht?
  2. Als zou het antwoord op vraag 1 positief is, hoeveel autonomie moet worden toegestaan?
  3. In welke specifieke gebieden is de autonomie belangrijk?

Het geprefereerde Fusie- en Overnamemodel

Afhankelijk van de score op de bovengenoemde twee factoren (zie grafiek), is de aangewezen benadering voor de integratie van acquisities:

  • Absorptie. Het management zou moedig moeten zijn om te waarborgen dat deze visie voor de acquisitie wordt uitgevoerd.
  • Behoud. De focus van het management is: de bron van de†verworven†voordelen intact te houden, en deze te Ąvoedenď.
  • Symbiose. Het management moet gelijktijdig grensbehoud en grensdoorlaatbaarheid waarborgen, een geleidelijk proces.
  • Holding. Geen bedoeling om te integreren, en waarde wordt slechts gecreŽerd door financiŽle transfers, risicodeling of algemene managementbekwaamheden.

Benaderingen voor de Integratie van Acquisities Forum
  Combining Integration and Autonomy in Acquisitions
According to the literature on acquisitions, it is of high importance to decide on the proper level of integration between the firms in order to realize value from an acquisition. It is often considered that there is a trade-off between integratio...
     
 
  What HRM Theories are used in M&A?
What theories of HRM are usually applied in mergers and acquisitions?
How about configuration and contingency approaches? Thanks for your suggestions......
     
 
  2 Perspectives on Post-acquisition Integration
One can distinguish two perspectives when discussing acquisition integration:
1. Organizational Behavior Perspective towards Post-acquisition Integration (also called: 'Human Integration Perspective...
     
 
  What makes M&A So Attractive Compared to Organic Growth?
I think one reason for the low success rate of M&A is that many times the merger arises from opportunity and not from genuine strategic planning. Sometimes board members meet loosely, see some similarities and the idea is borne.
Seldom you see a...
     
 
  Mergers and Acquisitions in Africa
Mergers and acquisitions are not very common in Africa.... I wonder why?...
     
 
  Do Mergers and Acquisitions Add Value?
As a theory it is expected that the value of the two firms after merging should rise. But this is often not the case in real life. Why?...
     
 
  Mergers and Acquisitions (M&A) Success Factors
What are the factors affecting the success after a merger, acquisition or takeover?...
     
 
  Reasons for Mergers and Acquisitions?
Please help me understand why any company would want to merge with some another company. What are the typical main reasons behind mergers and acquisitions?...
     
 
  Da Annullamento and Da Concambio in English?
I'm writing a thesis degree on Italian and U.S. mergers. In Italy, mergers generate deficits ("Disavanzi") or surplus("Avanzi"). We have two types of these called "da annullamento" and "da concambio". The first one is generated due to the cancellatio...
     
 
  Global Number of Mergers & Acquisitions
How many company M&As are done annually across the globe?...
     
 
  The right Leader during M&A
The role of HR in M&A is important, but the role of the future Country or Regional Leader is critical. If that Leader is not "neutral", it is hard to have the right new and effective top management: this person can destroy the shared values....
     
 
  Culture Clashes in M&A
Many studies report that up to 80% of M&A are failing to create value and this is mainly due to culture clashes during the integration phase. Some authors have suggested that like financial and operational, a Cultural Due Diligence should be...
     
 
  Increase the role of HR in M&A
Many mergers and acquisitions fail to deliver on their initial promises partly because of cultural/people issues. The role of HR in M&A should be increased to avoid this, especially in early stages. In this way potential culture clashes can be...
     
 

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Why M&A is not a Strategy

Note that M&A is just a tool to achieve something; it is not a strategy by itself. Some companies seem to be acquiring merely for the sake of top-line...
Usage (application): Mergers and Acquisitions Planning, Strategy
 
 
 

Mergers and Acquisitions: Success Archetypes

According to Marc Goedhart, Tim Koller, and David Wessels ("The Five Types of Successful Acquisitions", McKinsey Quarterly, July 2010), the strateg...
Usage (application): Mergers and Acquisitions, Strategy
 
 
 

Value Creation in Cross-Border Mergers and Acquisitions

There is a rise in the amount of cross-border mergers and acquisitions (M&As). These cross-border M&As are subject to a set of factors that affect ...
Usage (application): International M&A, Value Creation
 
 
 

Focus Areas after a Merger for Leaders

In McKinsey Quarterly 2006/4 is an article on the art of postmerger leadership. McKinsey mention 5 challenges for postmerger leaders:
1. Create a...
Usage (application): Post-merger Integration, M&A, Strategy
 
 
 

Rules for Successful Acquisition Campaigns

In his HBR article "Rules to Acquire By", Pitney Bowes' CFO and Executive VP Bruce Nolop shares some lessons learned by his organization during succes...
Usage (application): M&A, Strategy
 
 
 

Attributes of Success of Successful Acquisitions

In an empirical study of 24 acquisitions, Hitt, Harrison, Ireland and Best examined that successful acquisitions share following organizational attrib...
Usage (application): Strategy, M&A
 
 
 

What are the Key Responsibilities of the Board in M&A?

Cookson (iancookson@gt.com) recommends the following useful shopping list in the "Financial Excutive" of Oct2004:
- What are the integration pla...
Usage (application): Board Responsibilities, Mergers and Acquisitions
 
 
 

Potential Strategic Objectives of Mergers & Acquisitions

Many mergers and acquisitions are driven by strategies in order to achieve one of the following five strategic M&A objectives:
1. To exte...
Usage (application): Mergers & Acquisitions, Strategy
 
 
 

Platform and Bolt-on Acquisitions Types

When it comes to assess a potential acquisition, Pitney Bowes, famous for its successful acquisition strategies, applies different criteria according ...
Usage (application): M&A, Strategy
 
 
 

Communication Strategy Before, During and After a Merger

Of the many complex decisions that senior executives make before and during a merger, one is mandatory and critical but often given short shrift: the ...
Usage (application): Branding, Communication, M&A
 
 
 

Principles for Successful M&A integration

1. Use a personal touch: One of the most important elements of a successful M&A integration is clear and consistent communication with employees of bo...
Usage (application): Post-Merger Integration
 
 
 

The Relation Between ďOrganizational FitĒ and Post-acquisition Integration Performance

The term ďOrganizational FitĒ is an important aspect when considering the post-acquisition integration performance. The term refers to the degree of c...
Usage (application): M&A Strategy, Post-merger Integration
 
 
 

The Drivers of Merger Success

Many mergers fail. Everybody knows that. Marc J. Epstein thinks there are seven determinants of merger success:
1. strategic vision
...
Usage (application): Post-Merger Integration
 
 
 

Reasons for M&A Failures

Research from Hay Group and La Sorbonne University on European merger and acquisition operations of the last 3 years highlights 2 unusual failure caus...
Usage (application): Avoid these Mistakes in M&AÖ
 
 
 

Cold Hard Facts about Acquisitions

One should recognize some cold hard facts about mergers and acquisitions. In the book: The Complete Guide to Mergers and Acquisitions, the authors Tim...
Usage (application): When you're considering an acquisitionÖ
 
 
 

Guidelines for a Smooth Post Merger Integration

In the article "The Ten Commandments Of Integrating an Acquisition" by Jess Varughese and Peter Bond (USBanker, July 2008), the authors use the...
Usage (application): Integrating an Acquisition
 
 

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Auteursrecht 2016 12manage - The Executive Fast Track. V14.1 - Laatst bijgewerkt op: 9-12-2016. Alle namen zijn tm van hun eigenaren.