Growth Strategies: Non-Organic Growth

GROWTH STRATEGIES Extensive Growth: Alliances and M&A Pavel Olegovich Luksha [email_address]

Opportunities sought: Tata Group ,[object Object],[object Object]

Extensive growth ,[object Object],[object Object]

Competitor alliances ,[object Object],[object Object],Co-ompetion is a situation when partnership between competitors is mutually beneficial, and thus they collaborate Citroen C1 model

Some types of co-ompetitive alliances ,[object Object],[object Object],[object Object],[object Object]

Competitor cooperation for innovation and entrepreneurship ,[object Object],[object Object]

Some types of competitor alliances in the Russian market ,[object Object],[object Object],[object Object]

Competitor alliance: opportunities and problems ,[object Object],[object Object],[object Object],[object Object],[object Object]

Complimentary producer alliances ,[object Object],[object Object],[object Object],[object Object]

Frenemy problem ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Transforming partners across the value chain ,[object Object],[object Object],[object Object]

Benefits of using ‘frenemies’ ,[object Object],[object Object],[object Object],[object Object],[object Object]

Principles of managing frenemies ,[object Object],[object Object],[object Object],[object Object],[object Object]

The aims of merger and acquisition strategies ,[object Object],[object Object]

The difference between mergers, acquisitions and takeovers ,[object Object],[object Object],[object Object]

M&A is important ,[object Object]

Oracle: captured niches and increased market power ,[object Object],[object Object],[object Object]

Motivation of merger & acquisition transactions ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Increased market power: consolidation in aluminum industry ,[object Object],[object Object]

M&A in pharma ,[object Object],[object Object],[object Object],[object Object]

Access to technologies : India and global players ,[object Object],[object Object],[object Object],[object Object],Global M&A transactions with Indian companies , 2000-2009

Expanding across markets via M&A ,[object Object],[object Object]

Types of acquisitions intended to achieve greater market power ,[object Object],[object Object],[object Object]

Related acquisitions: Unicredit ,[object Object],[object Object],[object Object]

Financing M&A transactions ,[object Object],[object Object],[object Object],[object Object],[object Object]

Гроссмарт: unbalanced growth ,[object Object],[object Object],[object Object],[object Object],[object Object]

Another victim of unbalanced growth: Базэл / En+ ,[object Object],[object Object],[object Object],Базэл activities spread over six divisions, including energy, resources, machinery, aviation, construction and finance

Problems in achieving acquisition success: integration difficulties ,[object Object],[object Object]

Problems with acquisitions: inability to achieve synergy ,[object Object],[object Object],[object Object]

Problems with acquisitions: lack of synergies ,[object Object],[object Object]

M&A problems ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Attributes of effective acquisitions Acquired firm’s assets and resources are complementary to the acquiring firm’s core business Acquisition is friendly Effective due diligence process to select and evaluate the target firm Acquiring firm has excess cash or a favorable debt position Merged firm maintains low to moderate debt position Acquiring firm has consistent emphasis on R&D and innovation Flexibility and adaptability

Growth Strategies: Non-Organic Growth

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