Maximizing Corporate Value through Mergers and Acquisitions: A Strategic Growth Guide; Contents; Preface; Chapter 1: Merger Growth Strategy; Strategy and M & A; Introduction to M & A; Background and Terminology; Hostile Takeovers; Takeover Defense; Leveraged Transactions; Restructurings; Trends in Mergers; Notes; Chapter 2: Growth through Mergers and Acquisitions; Is Growth or Increased Return the More Appropriate Goal? The Case of Hewlett-Packard; M & A Must Fit the Strategy-Not the Other Way Around; Strategy Should Not Be Just M & A; Organic Growth or Growth through M & A.

Acquisition and Development versus Research and DevelopmentCan M & A Be Effectively Used to Buy Growth?; Success in Core Business Does Not Always Translate to Success with M & A Strategy: Focus on Microsoft; Growth through Bolt-On Acquisitions; Knowing When to Exit a Business; From Growth through M & A to Growth through Organic Expansion; Controlling the Runaway Dealmaker CEO; Using M & A to Achieve Growth in a Slow-Growth Industry; Squeezing Out Growth in a Slow-Growth Industry Using Multiple Options; Dealing with a Slow-Growth Business and Industry; Geographical Expansion through M & A.

International Growth and Cross-Border AcquisitionsTaking Advantage of Currency Fluctuations to Pursue High-Growth M & A; Finding Growth in High-Growth Markets; Cyclical Companies Achieving Growth in Recessed Markets; Notes; Chapter 3: Synergy; What Is Synergy in the Context of M & A?; Achievement of Synergy: A Probabilistic Event; Types of Synergy; Industries' Pursuit of Cost Economies; Research on Operating Economies in M & A; Economies of Scope; Scope Economies and the One-Stop Shop; Copycat Following of Another Firm's FoolishM & A Strategy.

Cost Economies in Banking Mergers: United States versus EuropeInternationalization Theory of Synergy and Information-Based Assets; Notes; Chapter 4: Diversification; Diversifying M & A in the Conglomerate Era; Modern-Day U.S. Conglomerates; Portfolios of Companies; Theoretical Basis for Diversification; Applying Portfolio Theory to Conglomerates?; Diversification and the Acquisition of Leading Industry Positions; Achieving a Number One or Two Ranking Is Not a Panacea; Diversification to Enter More Profitable Industries; Empirical Evidence on Diversification.

Empirical Evidence on the Acquisition Programs of the 1960sHow Likely Is It That Diversifying Acquisitions Will End Up Being Sold Off?; Is There a Diversification Discount?; Focus Hypothesis; Types of Focus Increases; Focus-Increasing Asset Sales Raise Value; Explanation for the Diversification Discount; Related versus Unrelated Diversification; Why Are Very Diversified Companies Allowed to Form? Beware of the Empire Builders; Do Managerial Agendas Drive M & A?; Notes; Chapter 5: Horizontal Integration and M & A; Advantages of Holding the One and Two Position in the Industry.

Benefits of Size: Spotlight on the Mobile Telecommunications Industry.

Solid guidance for selecting the correct strategic basis for mergers and acquisitions Examining how M & A fits in corporate growth strategies, Maximizing Corporate Value through Mergers and Acquisitions covers the various strategic reasons for companies entering mergers and acquisitions (M & A), with a look at those that are based on sound strategy, and those that are not. Helps companies decide whether M & As should be used for growth and increased corporate valueExplores why M & A deals often fail to deliver what their proponents have represented they wouldEx.

Print version record.

Includes bibliographical references and index.