Acquisition Integration Approaches



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Philippe HaspeslaghおよびDavid JemisonのAcquisition Integration Approachesモデルは最適統合のアプローチの選択でMergers and Acquisitionsの洞察力そして指導を提供する。

Mergers and Acquisitionsでは、モットーは頻繁に伝統的にあった: 「私達のようにそれらを」作りなさい。 アプローチを選ぶのにまたは比較的簡単な規準が使用された。 得られた会社のサイズそして質のような。

会社が統合の方に取るべきであるアプローチが2つの(付加的な)規準のことを考慮によって理解されるべきであるHaspeslaghおよびJemison (1990年)は示した:

  1. 戦略的な相互依存のための必要性M&A - Acquisition Integration Approaches
  2. 組織の自治権のための必要性。

4つのタイプのMergers and Acquisitionsの価値創成

明らかに、あらゆる獲得の目的そして中央仕事は2つの組織が結合されるとき可能になる価値を創造することである。 4つのタイプの価値創成がある:

  1. リソース・シェアリング。 価値は操作レベルの会社の結合によって創造される。
  2. 機能技術の移動。 価値はある特定の人々を動かすか、または情報、知識およびノウーハウを共有することによって創造される。
  3. 総括経営の技術の移動。 価値は増進された洞察力、調整または制御によって創造される。
  4. 組合せは寄与する。 価値は現金資源の、借用容量によっててこ入れによって、高められた購買力またはより大きい市場力によって創造される。


マネジャーが獲得の戦略的な仕事が価値を創造することであるという事実を見失ってはならないHaspeslaghおよびJemisonは警告する。 なおそれらは明らかに人々が重要、公平にそして威厳と扱われるにはべきで、が自治権を余りにすぐに与えてはならない。 組織の自治権のための必要性は3つの質問を使用して答えることができる:

  1. 自治権は私達が買った戦略的な機能の保持に必要であるか。
  2. 質問1への答えが肯定的なら、どの位自治権が割り当てられるべきであるか。
  3. 自治権はどの特定の区域で重要であるか。

Mergers and Acquisitions好まれたモデル

上記の2つの要因のスコアによって(グラフを見なさい)、好まれたAcquisition Integration Approachesはある:

  • 吸収。 経営は獲得のためのこの視野が遂行されることを保障するために勇気があるべきである。
  • 保存。 経営の焦点は次のとおりである: 得られた利点の源をそのまま保つため、「育てる」。
  • 共生。 経営は同時境界保存および境界透磁率の漸進的なプロセスを保障しなければならない。
  • 保有物。 統合および価値の意思は財政の移動か、危険共有するか、または総括経営の機能によってだけ創造されない。

このナレッジセンターは、戦略レベルでの合併または買収の準備を中心に展開しています。 合併または買収が行われた後の統合問題の管理の詳細については、合併後の統合を参照してください。


買収統合 特別興味グループ。

特別興味グループ (1人のメンバー)





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