دانلود کتاب ادغام و اکتساب – درک فرآیندهای کارشناسی ارشد برای شرکت های بزرگ و متوسط

In view of increasing globalization and the associated internationalization of markets, companies of all sizes are facing growing competition. Opening of new markets, such as Asia, South America, or Eastern Europe, dismantling of traditional barriers to market entry, and saturation of domestic markets are pushing companies to take the initiative. It is not the big that eats the small, but the fast that eats the slow (Furtner, 2011, p. 20). Nowadays, mergers and acquisitions (M&A) are an essential instrument of strategic corporate management for various companies. The credo is to grow faster and stronger than the competition thanks to inorganic growth. The phenomenon is making M&A not only a part of the standard repertoire of corporate executives but is also becoming increasingly important in the minds of medium-sized companies. What has been initially an exclusive country club for large-scale entrepreneurs, has long since been identified by decision-makers in the SME sector as an important growth element. Those who see M&A merely as a spare-time activity and not as a duty, miss the significance of this instrument with this assessment. Company mergers and acquisitions are highly complex and time-consuming projects initiated, for example, by growth desires, restructuring, or succession planning. Due to numerous endogenous and exogenous influences, no two M&A transactions are alike at the detailed level. Although there is no patent remedy to follow in connection with a merger or acquisition, orientation to established process milestones helps those involved in the transaction to significantly increase the chances of success.