| Papers [1-15] of 100 :: [Page 1 of 7] | | Go to page : 1 2 3 4 5 6 7 —> | Search results on "MERGER ACQUISITION DEALS": |
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Merger and Acquisition Deals, 2002.
Discusses the proposed merger between Fleet Bank and John Hancock Mutual Life Insurance Company.
2,368 words (approx. 9.5 pages), 17 sources, APA, $ 72.95
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Abstract
Beginning in the mid- to late-1990s, merger and acquisition (M and A) deals dominated the bank investment products and related businesses. Such mergers were seen as having the capacity to create financial services conglomerates offering everything from checking accounts to pension fund management. One proposed merger is that between Fleet Bank (now Fleet Boston Corp) and John Hancock Mutual Life Insurance Co. The paper considers this merger, offering an overview of the industry in which the firms are situated, company backgrounds and management, potential acquisition pricing and financing, benefits of the acquisition and post-merger operating strategies.
From the Paper
"D'Alessandro (1997) predicted some three years ago that life insurance companies would find themselves in the position of needing affiliations with other financial service providers in order to remain competitive in the new financial services sector. It is for these reasons that consolidation in the banking sector as well as mergers and acquisitions across the broad scale of the financial services/investment sectors have become characteristic of the industry environment today."
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Mergers and Acquisitions, 2007.
This paper looks at the subject of mergers and acquisitions within the health care industry.
757 words (approx. 3.0 pages), 3 sources, MLA, $ 26.95
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Abstract
In this essay, the writer maintains that as the human race has evolved, as with so many other things, health care has become increasingly complex and expensive, becoming a multi-trillion dollar industry worldwide. In fact, the the writer points out that the use of the term "industry" to describe health care itself leads to the topic of this research; namely, the impact that mergers and acquisitions have in health care from a variety of points of view. By using specific examples, this paper discusses these multiple impacts in an effort to better understand what mergers and acquisitions mean to health care organizations, services, workers, and patients alike. The writer concludes that perhaps the most important thought to take away from this research is that health care organizations, while having to be profit conscious as a matter of necessity, must not forget the human element of what they are doing to avoid catastrophe.
Outline:
Abstract
Impact of Mergers and Acquisitions on the Organizations Involved
Impact of Mergers and Acquisitions on the Delivery of Health Care Services
Impact of Mergers and Acquisitions on the Health Care Workforce
Impact of Mergers and Acquisitions on the Patients
Conclusion
From the Paper
"To begin, it should be understood that health care has become an industry in and of itself because of several factors, such as the boom in population which leads to more people needing medical services, the proliferation of new diseases which emerge many times because of environmental factors, and a general increase in the standard of living in many nations which makes health care available to more paying patients. All of these factors have turned health organizations into businesses, and like all businesses, mergers and acquisitions are commonplace. What this means to the organizations, as an example, is a disappearance of small, regional health care organizations in favor of large conglomerates so to speak, making the profit/loss factors, rather than quality of care, patient relations, and the interest of the workers a priority."
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Merger and Acquisition, 2008.
A discussion on the impact of mergers on organizations and organizational cultures, specifically in the case of the Sears-Kmart merger.
2,496 words (approx. 10.0 pages), 11 sources, APA, $ 75.95
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Abstract
This article discusses mergers and acquisitions relative to their impact or effect on organizations and organizational cultures. It describes the need for organizational leaders to devise an effective strategy for mitigating the negative effects that mergers or acquisitions have on one or both organizations prior to the combination, as well as the effect on the resulting single organizational entity. The paper presents the case of the merger between Sears and Kmart and relates its discussions to that merger.
Table of Contents:
Abstract
Merger and Acquisition: Combination Cultures in Combined Organizations
Overview
Product Life Cycles and M&A
Organizational Complexities
Sears-Kmart Merger
Conclusion
From the Paper
"With its long history and many mall anchor locations, Sears, prior to the merger, was increasingly suffering from a drop in traffic and had already been experimenting with off-mall locations, such as the Sears Grand concept: "Several hundred premium Kmart stores...will be converted to stand-alone Sears stores. Sears has been interested in locating stores away from its traditional mall sites and moving closer to customers" (Smith, 2004, para.9). Clearly, Sears' leadership, even prior to the merger, recognized that its department store format and business model was, while perhaps not dead, not particularly relevant in a global economy that had changed the way the retail industry transacted business."
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Mergers and Acquisitions, 2004.
A discussion of how seemingly sound mergers and acquisitions (M&A) strategies and financially lucrative deals can be unsuccessful if not properly handled.
2,210 words (approx. 8.8 pages), 10 sources, MLA, $ 68.95
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Abstract
This paper examines how, although many companies have experienced enormous success in the arena of mergers and acquisitions (M&A), recent empirical studies suggest that, throughout the past three decades, the majority of M&A deals did not deliver what was expected, nor did the companies involved do as well as peer companies that steered clear of M&A. It explores why M&A deals go awry by looking at how performance measures might be used to judge the effectiveness of mergers and takeovers.
From the Paper
"A recent study by the Boston Consulting Group (BCG) tracked companies' performance over a 10-year period from 1992 to 2002 (Hahn, 2004). The results showed that M&As are frequently successful in the long run, despite research that says that they are more likely to fail. The consulting group even lists Time Warner among the successful companies, even though the company's stock plummeted after merging with America Online Inc. and the company a nearly $50 billion write-down on the deal in 2003. Over the 10-year period of the study, however, BCG calculates that Time Warner had an annualized total return to shareholders of 68.8 percent."
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Mergers and Acquisitions, 2004.
A study value impact of post-integration activities from mergers and acquisitions.
20,780 words (approx. 83.1 pages), 49 sources, MLA, $ 249.95
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Abstract
This paper examines the factors leading to a successful merger or acquisition by emphasizing the importance of securing post-merger revenue streams. It aims to develop sound strategies for growth through mergers and acquisitions (M&A), methods to optimize the process, and most importantly, how to achieve synergy and value creation through business integration that results in enhanced shareholders value and sustainable economic growth. It concludes by providing recommendations on how to successfully deal with the many aspects pertaining to the M&A process and presents the author?s view on future developments that could have a significant bearing on value creation for shareholders and other stakeholders through M&A.
Outline
Abstract
Chapter 1 Introduction
Statement of the Problem
Purpose of the Study
Importance of the Study
Scope of the Study
Rationale of the Study
Overview of the Study
Chapter 2 Literature Review
Drivers and Motives for Mergers and Acquisitions
Phases of M&A
Reasons Why Value is Destroyed
Case Studies
Summary
Chapter 3 Methodology
Approach
Data Gathering Method
Summary
Chapter 4 Data Analysis
Case Study
Measuring Performance
Adding Value to M&A
Measuring Risk
Mergers & Acquisitions vs. Value Chain Improvement
M&A Case Study: Maximizing Shareholder Value
Keys to Succeeding in M&A
The Importance of Leadership in M&A
Lack of Attention to Leadership in M&A Literature
How Leadership is Addressed in Existing M&A Literature
A Model of Leadership Applied to M&A
Value Driver Analysis
Securing Stakeholder Support
Chapter 5 Summary, Recommendations and Conclusions
Creating Shareholder Value With M&A
Achieving Value Creation and Synergies
Recommendations
Conclusion
Bibliography
From the Paper
"A recent study shows that the majority of the M&As were initiated to expand the market. Other motives included diversification, technology acquisition, and vertical integration. In addition, M&As for technology-acquiring purposes were associated with the highest abnormal returns, while vertical M&As were least favored by the market, ending up destroying shareholder wealth. The results make sense because acquiring advanced technology enhances a firm?s competitiveness, leading to greater firm value. In fact, high-tech industries have been serving as the main driving force behind Taiwanese economic development over the past several years. M&As provide Taiwanese corporations with a faster and more cost efficient way of acquiring highly advanced technology that would otherwise required a longer length of time and more expenditures to develop in-house."
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Mergers and Acquisitions, 2007.
Presents an overview of mergers and acquisitions, looking at what they are, their advantages and disadvantages and why they take place.
870 words (approx. 3.5 pages), 3 sources, MLA, $ 30.95
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Abstract
The paper defines mergers and acquisitions and their benefits and costs. The paper examines reasons behind these transactions and the advantage of using cash as opposed to stock as the currency for the acquisition. The paper details the financial risks of merging with or acquiring an organization in another country and explores how those risks could be mitigated.
Outline:
What Are Mergers? What Are Acquisitions?
Benefits and Costs of Mergers and Acquisitions
"Sensible" and "Dubious" reasons for Mergers and Acquisitions
Financing: Cash versus Stock
Financial Risks of Merging With or Acquiring an Organization in Another Country
From the Paper
"When one company takes over another company and clearly established itself as the new owner of the larger entity, this is called an acquisition. The swallowed-up entity has officially and legally ceased to exist. During an official merger, both companies' stocks are surrendered and new company stock is issued to shareholders, although quite often, rather than a merger of equals, one company dominates the other company during and after the merger."
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Mergers and Acquisitions, 2007.
An analysis of the benefits and risks associated with international mergers and acquisitions.
1,198 words (approx. 4.8 pages), 3 sources, MLA, $ 41.95
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Abstract
This paper assess the impact of mergers and acquisitions on businesses, including "sensible" and "dubious" reasons for, and benefits and costs of, cash and stock transactions. The paper includes an examination of the financial risks of merging with or acquiring an organization in another country. It then discusses how the risks associated with merging can be mitigated.
Table of Contents:
Abstract
Mergers and Acquisitions
Reasons for Mergers and Acquisitions
Benefits and Costs
Financials Risks and Mitigating the Risks
Conclusion
From the Paper
"The costs associated with mergers and acquisitions lies with the risk of failure. Failed mergers and acquisitions occur when managers are unable to combine critical processing functions of the two companies. Mergers and acquisitions will result in unforeseen costs if the company does not properly estimate the cost of inventory and equipment. Additional costs occur when companies underestimate the costs of renovation expenses."
"Sometimes companies with few prospects for investments but with a surplus of cash, look to mergers as a way to deploy or invest the excess cash. Whether mergers or acquisitions occur vertically, horizontally or as a conglomerate, the potential benefits include expansion of sales territory and customers, combining complementary resources, improving synergies via shared operational efficiency and enhanced profitability to the organization and shareholders."
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Mergers and Acquisitions, 2007.
An analysis of the benefits of mergers and acquisitions and their possible reasons for failure.
767 words (approx. 3.1 pages), 6 sources, MLA, $ 27.95
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Abstract
This paper discusses mergers and acquisitions. It covers the possible benefits of mergers and acquisitions and the factors that lead to success. It then details reasons why so many mergers and acquisitions fail to meet their objectives, including improper motivations, incorrectly estimating value, financing, integration and cross-border complexity.
From the Paper
"Structuring of a cross-border acquisition or combination involves all of the issues discussed in this paper plus it poses additional risks. There are two sets of laws and regulations, two sets of tax and accounting rules, two very diverse cultures, two political systems, and in some cases two securities markets (Ruegger). A cross-border merger or acquisition might also involve other financial issues such as raising funds in one market for investment in another, changes in the exchange rate and different accounting standards. The winners in cross-border mergers understand the differences in corporate specifics and learn how to capitalize on its corporate diversity (Strebel, 2002). This will require building mutual trust and taking advantage of the best practice on both sides."
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Human Resources Role in Mergers and Acquisitions, 2008.
An analysis of the role of the human resource department during mergers and acquisition in the healthcare industry.
911 words (approx. 3.6 pages), 5 sources, APA, $ 32.95
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Abstract
This paper discusses the roles and responsibilities of human resource departments in the healthcare industry during mergers and acquisition activities. It specifically describes the responsibility that the human resource department has in assisting to maintain the consistency of the organization during the process of mergers and acquisitions.
Table of Contents:
Abstract
Human Resource Roles and Responsibilities
Overview
Recruitment and Retention
Training and Development
Employee Performance Management
Regulatory Compliance
Compensation & Benefits
From the Paper
"While information technology (IT) is vital across the full spectrum of the healthcare and managed healthcare industries, IT is arguably most important in the HR component within the healthcare industry because these IT applications ensure ongoing compliance with requisite regulatory demands. HR both tracks and monitors required employee training and certification requirements which must be maintained in order to continue legal operation in some healthcare segments as well as maintaining required client privacy concerns: "Administrative information systems support client care by managing financial and demographic information and providing reporting capabilities...includes client management, financial, payroll, and human resources, and quality assurance systems"(Hebda, Czar & Mascara, 2005, p.122). These compliance roles substantially change the importance of HR within a healthcare organization making it a positive contributor to the business function of the organization and a partner in the execution of M&A activities."
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Mergers and Acquisitions, 2006.
This paper explains that, among the various ways to get business financing, mergers and acquisitions (M&A) have emerged in recent years as one of the most popular strategies for business growth.
1,600 words (approx. 6.4 pages), 8 sources, APA, $ 52.95
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Abstract
This paper states that a merge is recognized as a mutual decision between two companies to combine into a single legal entity; whereas, an acquisition is a purchase of a smaller company by a much larger one again resulting in one entity. The author points out that, if, in an M&A, especially in the technological area, the integrated firm has a larger knowledge base compared to the acquiring firm and if the acquired knowledge is not integrated quickly and functionally, then this situation can have a negative impact on the acquirer's innovative performance. The paper concludes that, with increased globalization, continued growth in cross-border M&As can be successful as long as the firms take into consideration the sensitive cultural and economic values involved. The paper includes two color graphs.
Table of Contents:
Introduction
Mergers and Acquisitions
The Rationale behind Mergers and Acquisitions
Post-M&A Performances of Technological and Non-Technological M&As
Cross-border M&As
Conclusion
From the Paper
"Taking as an example the utility industries in the USA and Europe, according to James Hendrickson, a partner in the utility industry group known as Adventure, M&A is seen as a vehicle to create value. It is one of the main strategies adopted by most utility companies to consolidate the balance sheet and enhance financial performance. Hendrickson has also remarked that this strategy is used to increase presence in selected markets and to reduce operating costs by taking possession of specific assets. The author points out that M&A is a valid strategy to improve the difference between the market price of electricity and its cost of production (spark spread) and to level the portfolio with the purpose of controlling the fluctuation of operating costs."
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Mergers and Acquisitions, 2006.
A look at mergers and acquisitions (M&A) as a competitive strategy that enterprises undertake for varying reasons.
900 words (approx. 3.6 pages), 0 sources, $ 35.95
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Abstract
This paper discusses mergers and acquisitions (M&A) and how they are financed. Particularly focus is paid to financing via stock swaps, cash and stock, and leveraged buyouts as well as hostile takeovers. The Sears-Kmart merger is used as an illustrative example of M&A activity while risk mitigation is included at the conclusion of the document. In the final analysis companies need to be prepared to walk away from a cross border merger or acquisition.
From the Paper
"From one perspective they are viewed as an excellent way to achieve growth and market share without extensive resources dedicated to organically growing the enterprise, while on the other hand they can also be viewed as a competitive strategy to remove a market threat (Mastracchio & Zunitch, 2002). In any event, M&A has come to be associated with a specific category of corporate finance and management that involves either merging two companies into one or in an outright purchase of another company. In either case, M&A requires extensive due diligence that involves extreme examination of the each company's accounting records and financial reports in an effort to avoid any liability concerns following the M&A activity."
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Mergers and Acquisitions: A Risk Assessment, 2008.
This paper discusses the impact of mergers and acquisitions on business, providing a cost analysis on merging and acquiring an international organization.
1,000 words (approx. 4.0 pages), 4 sources, APA, $ 35.95
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Abstract
This paper assesses the impact mergers and acquisitions have on business, including sensible and dubious reasons an enterprise may have for engaging in such a relationship. The paper also analyzes the benefits and costs of mergers and acquisitions and the financial risks associated with merging or acquiring an organization in another country. Furthermore, the paper makes an assertion that communication and understanding lie at the key to every firm's success.
Outline:
Introduction
Sensible and Dubious Reasons for M&A
Benefits and Costs of M&A
Cash and Stock Transactions
M&A Abroad: Risks and Risk Management
Conclusions and Analysis
From the Paper
"Shareholders can realize significant opportunities through mergers when they create greater value and improve an organization's ability to grow and produce greater revenues (Galpin & Herndon, p. 1). Ideally an acquisition is initiated to improve cash flow from operating the target firm as the two firms merge together (Stevn, 2005). Cash flow increases when a company buys a target firm or mergers with them when both companies agree the value of the two companies combined will result in higher revenues and shareholder value than if they two companies worked independent of each other (Stevn, 2005; Galpin & Herndon, 2000)."
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Merger and Acquisitions, 2005.
This paper is a complete research project that, based on the integrative model, analyzed merger and acquisition (M&A)s including human resource management (HRM).
9,990 words (approx. 40.0 pages), 125 sources, APA, $ 202.95
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Abstract
This paper explains that the purpose of this study is (1) to develop and test the integrative model that synthesizes theoretical perspectives on the strategic combination, organizational integration, resource management (HRM) and financial performance components of merger and acquisitions (M&As) and (2) to examine the mechanisms through which several critical characteristics of an acquisition affect its performance. The author describes in detail the reasons for selecting the case methodology instead of a questionnaire and for using the qualitative methods. The paper relates that this research provides new insight on the effects of relative size on acquisition performance by suggesting that bigger acquisitions do better because they offer greater synergy potential, not because managers pay more attention to the integration process when targets are large as suggested in past research. Tables.
Table of Contents
Introduction
Problem Statement
Purpose of the Study
Rationale of the Study
Scope and Objectives
Summary
Literature Review
Combination Potential
Organizational Integration
Employee Resistance
Interrelationships among Antecedents of M&A Performance
Management Style Similarity
Cross-border Combination
Relative Size
Methodology
Sample
Measures
Reliability and Validity of the Data
Data Analysis
Results
Findings
Discussion
Analysis
Future Implications
Summary
Conclusion
Summary
Recommendations
From the Paper
"Organizational and HRM researchers have pointed out that strategic combination potentials are not automatically realized, and that the extent of synergy realization depends on how the new organization is managed after the M&A deal is closed (Datta 1998, Hunt 2004, Schweiger et al. 2001). Organizational integration, defined as the degree of interaction and coordination between the two firms involved in a merger or acquisition, is commonly cited as an important consideration in the M&A process (Buono and Bowditch 2004, Pablo 1998, Shrivastava 2004, Yunker 2003). Indeed, numerous typologies of organizational integration processes have been suggested in the literature, each distinguishing between high and low degrees of integration (e.g., Haspeslagh and Jemison 1998, Hunt 2004, Napier 2004). The degree of integration has also been used as a moderator of the organizational fit/M&A performance relationship by Datta (1998), who found it to be non-significant in his study."
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Corporate Mergers and Acquisitions, 2005.
This paper discusses corporate mergers and acquisitions including several examples.
1,475 words (approx. 5.9 pages), 5 sources, APA, $ 48.95
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Abstract
This paper explains that a merger occurs when two different companies agree to join their forces to develop a bigger company; whereas, an acquisition occurs when one company takes over another company. The author points out that mergers and acquisitions provide a means of accessing new markets, technology and business operations, of obtaining cost savings and of providing an opportunity for competitors to survive in a highly competitive market by joining forces. The paper reviews the merger between Sprint and Nextel Communication Inc. to form Sprint Nextel Corporation and the acquisition of Storage Technology Corporation by Sun Microsystems and Paradyne Networks Inc, by Zhone Technologies.
From the Paper
"Other sources of efficiencies may come from the introduction of new products, development of more efficient processes or improvement of product quality or service. It is however very difficult for the firms to find out in advance whether there will be any savings due to mergers, as these can be only judged after the entire merger process is completed. Another problem in minimizing costs comes from cultural differences between the companies or their styles of management. Even if there is weak competition, the need for cost savings are not realized and thus not achieved."
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Mergers and Acquisitions, 2005.
A literature review on the chances of success of a merger or acquisition and the reasons why.
1,963 words (approx. 7.9 pages), 35 sources, MLA, $ 62.95
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Abstract
This paper examines how all developed economies have known periods of a tendency toward mergers, acquisitions, or even divestments and how one very important factor that affects such tendencies is the economy?s buoyancy. Through a literature review, it looks at how the fact that these activities rise and fall periodically has brought up heated discussions among politicians, managers, academics, and regulators regarding the advantages and disadvantages of such actions, as well as a debate on the ethical issues at hand.
From the Paper
"Successful acquisitions intend, before anything else, to create value. However, there is a surprising low rate of success with regard to acquisitions, as some authors have observed. (Lawrence, 2002; Marks and Mirvis, 1965). Transfer of capabilities and collaboration between people form both organizations are paramount in order to achieve the desired results and to take full advantage of the offered opportunities ? which translates into value creation. Otherwise, in spite of the fact that a particular acquisition may seem very attractive, if there is not any will and ability of managers from both organizations to put together their efforts towards a better future, the final result may be disastrous. The key to integration is to have all people actively involved, without putting the strategic objective at risk."
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