Why Do We Do It?. / Peter Krass.
by Krass, Peter; SIRS Publishing, Inc.
Material type:
BookSeries: SIRS Enduring Issues 2002Article 10Business. Publisher: Krass/Peter, 2001ISSN: 1522-3191;.Subject(s): Big business | Chief executive officers | Consolidation and merger of corporations | International business enterprises | Investment banking | ProfitDDC classification: 050 Summary: "For struggling dotcoms or fledgling companies in volatile sectors, consolidating is a matter of survival. But can the standard arsenal of strategic reasons CEOs use to justify a merger--such as the need to develop new distribution channels, to serve broader customer wants, to take advantage of changing technology and legislation, to integrate vertically, to eliminate overcapacity, and to reduce risk--explain this behavior? No. So what's different today [2001]? What's driving this merger mania?" (ACROSS THE BOARD) This article attempts to answer why companies think bigger is better when studies show that a large proportion of mergers actually fail.
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High School - old - to delete | REF SIRS (Browse shelf) | Available |
Articles Contained in SIRS Enduring Issues 2002.
Originally Published: Why Do We Do It?, May/June 2001; pp. 22-27.
"For struggling dotcoms or fledgling companies in volatile sectors, consolidating is a matter of survival. But can the standard arsenal of strategic reasons CEOs use to justify a merger--such as the need to develop new distribution channels, to serve broader customer wants, to take advantage of changing technology and legislation, to integrate vertically, to eliminate overcapacity, and to reduce risk--explain this behavior? No. So what's different today [2001]? What's driving this merger mania?" (ACROSS THE BOARD) This article attempts to answer why companies think bigger is better when studies show that a large proportion of mergers actually fail.
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