Again Molex aims to double its size

Article Abstract:

Molex Inc, the world's second largest connector maker, intends to double its annual sales to $2 billion by the year 2000, continuing a pace of essentially doubling revenues every five years since 1980. The company derives 70% of its revenue from non-US markets and looks for major growth in those markets, particularly the telecommunications and automotive segments. Currently, Molex is the second largest of about 900 to 1,400 connector vendors who generate a total market of about $17 billion in annual revenues. Molex will likely remain in second place behind AMP Inc, but other connectors vendors could overtake it through acquisitions. Molex is selective in buying into other companies, but it has purchased Mod-Tap W Corp and increased its stake in Beta Phase Inc to 75%. Molex's spending on research and development and some its key strengths are discussed.

Electronic connectors, Planning, Molex Inc., MOLX, Company business planning

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OEMs not hooked on the Web

Article Abstract:

Original equipment manufacturers (OEM) are not integrating the way they do business with the World Wide Web (WWW) as quickly as some would have predicted they would. OEMs offer information on their Web sites about the company and other information that customers do not care about instead of pricing information, which is important to customers. Some OEMs say they still have security concerns with the Internet and still rely heavily on the more proven Electronic Data Interchange (EDI) technology. Some of the things that customers say they particularly want on OEM Web sites include technology roadmaps, current inventory levels, engineering specifications, technology trend information, E-mail notification and new product information.

Forecasts and trends, Industry trend, World Wide Web

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Buying time

Article Abstract:

Information technology (IT) companies can acquire or merge with other companies to rapidly gain both a desired technology and built-in customer base, although this is an expensive and potentially risky strategy. The rate of IT company mergers and acquisitions has grown from $35 billion in 1992 to $164 billion in 1996. However, according to analysts, many acquisitions fail. The merged company must be successfully integrated afterwards, or disgruntled employees will leave and take their knowledge with them. According to IT execs, mergers are more likely to be successful if both companies have a similar culture, vision and chemistry. In addition, the merged companies' personnel should be integrated as soon as possible.

Computer industry, Mergers, acquisitions and divestments, Management issue, Information technology

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