000 06500cam a2200805Mi 4500
001 ocn836400467
003 OCoLC
005 20171107075404.0
006 m o d
007 cr un|||||||||
008 130406s2013 nyu ob 001 0 eng d
020 _a9781119204374
_q(electronic bk.)
020 _a1119204372
_q(electronic bk.)
020 _a9781118224229
_q(electronic bk.)
020 _a1118224221
_q(electronic bk.)
020 _a9781118237335
020 _a1118237331
020 _a1299464971
020 _a9781299464971
020 _z9781118108741
020 _z1118108744
028 0 1 _aEB00063122
_bRecorded Books
029 1 _aAU@
_b000051709852
029 1 _aAU@
_b000051829527
029 1 _aAU@
_b000053294045
029 1 _aDEBBG
_bBV041907311
029 1 _aDEBBG
_bBV043395711
029 1 _aDEBSZ
_b397517327
029 1 _aDEBSZ
_b42318251X
029 1 _aDKDLA
_b820120-katalog:000696588
029 1 _aNZ1
_b15195123
029 1 _aNZ1
_b16052557
035 _a(OCoLC)836400467
_z(OCoLC)846971056
_z(OCoLC)859794599
_z(OCoLC)864909579
_z(OCoLC)960203823
037 _aCL0500000316
_bSafari Books Online
037 _a675F93C4-D41C-4CE9-BC8E-6436828E59BF
_bOverDrive, Inc.
_nhttp://www.overdrive.com
040 _aEBLCP
_beng
_epn
_cEBLCP
_dOCLCQ
_dOCLCO
_dIDEBK
_dYDXCP
_dCCO
_dOCLCO
_dN$T
_dGPM
_dOCLCQ
_dOCLCO
_dB24X7
_dUMI
_dDEBSZ
_dUKDOC
_dRECBK
_dOCLCQ
_dOCLCF
_dE7B
_dCDX
_dTEFOD
_dDEBBG
_dTEFOD
_dDG1
_dOCLCQ
_dCOO
_dNKT
_dLOA
_dOCLCQ
049 _aMAIN
050 4 _aHD2746.5
072 7 _aBUS
_x015000
_2bisacsh
072 7 _aBUS
_x001030
_2bisacsh
082 0 4 _a657.96
_a658.1/6
100 1 _aGaughan, Patrick A.
245 1 0 _aMaximizing Corporate Value through Mergers and Acquisitions : a Strategic Growth Guide /
_h[electronic resource]
260 _aNew York :
_bWiley,
_c2013.
300 _a1 online resource (354 pages).
336 _atext
_btxt
_2rdacontent
337 _acomputer
_bc
_2rdamedia
338 _aonline resource
_bcr
_2rdacarrier
490 1 _aWiley Finance
500 _aBenefits of Size: Spotlight on the Mobile Telecommunications Industry.
504 _aIncludes bibliographical references and index.
505 0 _aMaximizing Corporate Value through Mergers and Acquisitions: A Strategic Growth Guide; Contents; Preface; Chapter 1: Merger Growth Strategy; Strategy and M & A; Introduction to M & A; Background and Terminology; Hostile Takeovers; Takeover Defense; Leveraged Transactions; Restructurings; Trends in Mergers; Notes; Chapter 2: Growth through Mergers and Acquisitions; Is Growth or Increased Return the More Appropriate Goal? The Case of Hewlett-Packard; M & A Must Fit the Strategy-Not the Other Way Around; Strategy Should Not Be Just M & A; Organic Growth or Growth through M & A.
505 8 _aAcquisition and Development versus Research and DevelopmentCan M & A Be Effectively Used to Buy Growth?; Success in Core Business Does Not Always Translate to Success with M & A Strategy: Focus on Microsoft; Growth through Bolt-On Acquisitions; Knowing When to Exit a Business; From Growth through M & A to Growth through Organic Expansion; Controlling the Runaway Dealmaker CEO; Using M & A to Achieve Growth in a Slow-Growth Industry; Squeezing Out Growth in a Slow-Growth Industry Using Multiple Options; Dealing with a Slow-Growth Business and Industry; Geographical Expansion through M & A.
505 8 _aInternational Growth and Cross-Border AcquisitionsTaking Advantage of Currency Fluctuations to Pursue High-Growth M & A; Finding Growth in High-Growth Markets; Cyclical Companies Achieving Growth in Recessed Markets; Notes; Chapter 3: Synergy; What Is Synergy in the Context of M & A?; Achievement of Synergy: A Probabilistic Event; Types of Synergy; Industries' Pursuit of Cost Economies; Research on Operating Economies in M & A; Economies of Scope; Scope Economies and the One-Stop Shop; Copycat Following of Another Firm's FoolishM & A Strategy.
505 8 _aCost Economies in Banking Mergers: United States versus EuropeInternationalization Theory of Synergy and Information-Based Assets; Notes; Chapter 4: Diversification; Diversifying M & A in the Conglomerate Era; Modern-Day U.S. Conglomerates; Portfolios of Companies; Theoretical Basis for Diversification; Applying Portfolio Theory to Conglomerates?; Diversification and the Acquisition of Leading Industry Positions; Achieving a Number One or Two Ranking Is Not a Panacea; Diversification to Enter More Profitable Industries; Empirical Evidence on Diversification.
505 8 _aEmpirical Evidence on the Acquisition Programs of the 1960sHow Likely Is It That Diversifying Acquisitions Will End Up Being Sold Off?; Is There a Diversification Discount?; Focus Hypothesis; Types of Focus Increases; Focus-Increasing Asset Sales Raise Value; Explanation for the Diversification Discount; Related versus Unrelated Diversification; Why Are Very Diversified Companies Allowed to Form? Beware of the Empire Builders; Do Managerial Agendas Drive M & A?; Notes; Chapter 5: Horizontal Integration and M & A; Advantages of Holding the One and Two Position in the Industry.
520 _aSolid guidance for selecting the correct strategic basis for mergers and acquisitions Examining how M & A fits in corporate growth strategies, Maximizing Corporate Value through Mergers and Acquisitions covers the various strategic reasons for companies entering mergers and acquisitions (M & A), with a look at those that are based on sound strategy, and those that are not. Helps companies decide whether M & As should be used for growth and increased corporate valueExplores why M & A deals often fail to deliver what their proponents have represented they wouldEx.
588 0 _aPrint version record.
650 0 _aConsolidation and merger of corporations.
650 4 _aInternational business enterprises
_xManagement.
650 4 _aStrategic planning.
650 7 _aBUSINESS & ECONOMICS
_xMergers & Acquisitions.
_2bisacsh
650 7 _aBUSINESS & ECONOMICS
_xInternational
_xAccounting.
_2bisacsh
650 7 _aConsolidation and merger of corporations.
_2fast
_0(OCoLC)fst00875660
655 4 _aElectronic books.
776 0 8 _iPrint version:
_aGaughan, Patrick A.
_tMaximizing Corporate Value through Mergers and Acquisitions : A Strategic Growth Guide.
_dNew York : Wiley, ©2013
_z9781118108741
830 0 _aWiley finance series.
856 4 0 _uhttp://onlinelibrary.wiley.com/book/10.1002/9781119204374
_zWiley Online Library
942 _2ddc
_cBK
999 _c206630
_d206630