Strategic partnering: process instead of event

Article Abstract:

Factors that contribute to the success of strategic partnerships between large and small firms are identified. These factors are classified under the two categories of partnership formation and management of the ongoing relationship. Factors which fall under the former include clear operational objectives that coincide with the needs of both firms, a mutual understanding of each firm's strengths and weaknesses and staffpersonnel. Under the latter, included are such factors as process management, cooperation and senior management commitment.

Analysis, Partnership, Partnerships, Strategic alliances (Business)

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Buyer beware

Article Abstract:

Mergers and acquisitions within the small to medium-sized enterprises (SME) sector can be dogged by problems and it is essential that the acquiring business has a clear vision for the future, is innovative and has strong management. An unsuccessful acquisition can be costly, reduce profits and damage a hard-won reputation. Most SMEs make the common mistake of overvaluing the target business, which, in some cases, may be the wrong one to acquire. Avoiding such pitfalls is essential if a merger or acquisition is to be successful.

Mergers, acquisitions and divestments, Small business

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Integrating R&D organizations in a merger & acquisition

Article Abstract:

The research director of an organization must be part of the team that plans an organization's merger or acquisition with another company. Important research decisions must be made by the organizations' research directors not investment bankers or outside business consultants.

United States, Acquisitions Analysis NEC, Statistical Data Included

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