SmartOwl - Prospecter en B2B

Quelques extrait d'un article intéressant, surtout, d'après moi parce qu'il pointe un élément qui me semble essentiel : la stratégie n'est pas (qu') une affaire de chiffres mais de vision long terme... Almost all large companies undertake a time-consuming strategic-planning process that leaves many executives frustrated with the results. Executives in the satisfied minority work for companies that go beyond budgets and financial targets to give the annual process a more important role in developing strategy. One approach is to start the exercise not by examining the numbers but by identifying the long-term issues facing the company; another is to ensure that strategic-review meetings involve frank conversations among the ultimate decision makers. Some companies use tailored strategic metrics to track the implementation of the annual plan, and others link its implementation to human-resources systems that influence the behavior of the managers who execute the strat...

A retenir: - "M&A is a tool, not a strategy" [...] We found that companies whose deals reaped long-term rewards use M&A to support strategy, not as a strategy in itself. - Les sociétés qui on fait de M&A réussies ne les font pas pour des raisons défensives ou pour bloquer des concurrents. - Un des éléments les plus importants est la Due Diligence (audit) de la société qui sera rachetée Dans le graphe ci-dessous, en bleu, les sociétés qui ont réussi, en marron, les sociétés qui se sont plantées, répondent à la question : "quel est votre objectif pour vos acquisitions ?" Quelques commentaires complémentaires concernant les facteurs de succès des M&A : - When M&A practitioners plan and execute a merger, they go to great lengths to tilt the odds in favor of creating shareholder value. - Some favored techniques—such as assembling a world class M&A team, modifying the organizational design of the acquiring company, and adding systems to smo...