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High technology renewal and the UK investment problem

Article Abstract:

British high technology firms are finding increasing difficulty in securing funds for their projects. The irony level of this scenario cannot be ignored, considering that such firms are actually being pegged as the bringer of future economic redevelopment. This situation can be blamed on the high technology firms themselves as much as the capital providers. High technology firms expect providers to carry the risks involved in their projects without letting them share in the future benefits. Investors, such as banks and venture capitalists, are also at fault because they are not able to develop trusting, long-term relationships with small firm clients. Unfortunately, given the prevailing structure, relationships and incentive patterns, there is a low probability that these investors will soon modify their behavior. As a remedy, other sources of funding should be tapped. Formation of regional-based networks of enterprises is also promising.

Evaluation, Finance, Corporations, Venture capital, Corporations, British

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Acquisition as long-term venture: cases from high technology industry

Article Abstract:

The reasons for and effects acquisitions in the high technology sector were studied by examining the experiences of three UK firms. Despite increasing market demand for the high technology products they manufactured, these three companies could not sustain their independence given the difficulty of getting the financial and human resources necessary to continue operations. Consequently, the firms had to sell out to German companies which were willing to make long-term investments in their new acquisitions. The three case studies showed that integration following an acquisition requires that parent companies be willing to wait for the long-term benefits of the acquisition and to provide the acquired firms with the resources and the management structure that will facilitate their recovery.

Case studies, Mergers, acquisitions and divestments, Acquisitions and mergers

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Managing growth at Acorn Computers

Article Abstract:

Management problems of rapidly-growing small firms in Britain are analyzed on the basis of developments at Acorn Computers Ltd. The removal of many barriers in the micro-electronic industry created opportunities for Acorn to enter the market in 1982. Acorn managers influenced the environment in which they operated by strategic choice of product market, methods of production and distribution, and the administration structure. The decision makers established internal constraints that later closed options for the direction of development. The nature of the management problem changed rapidly along with market conditions and the introduction of a new product. Some internal constraints were revised, but the early Acorn culture persisted in many aspects.

Semiconductors and related devices, Electronic computers, Management, Small business, Electronics industry, Great Britain, Acorn Computers Ltd.

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