Facteurs pour le succès des M&A (Merger & Acquisition = Fusion/acquisition)
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 smooth integration—can help but do not guarantee success.
- Interviews with executives at some of the most acquisitive US companies showed that those reaping the greatest long-term rewards from the markets often take a distinctive approach to M&A.
- The markets are more likely to reward companies that focus on their strategic goals and choose acquisitions that complement their distinctive capabilities
The McKinsey Quarterly Chart Focus NewsletterJuly 2007
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 smooth integration—can help but do not guarantee success.
- Interviews with executives at some of the most acquisitive US companies showed that those reaping the greatest long-term rewards from the markets often take a distinctive approach to M&A.
- The markets are more likely to reward companies that focus on their strategic goals and choose acquisitions that complement their distinctive capabilities
The McKinsey Quarterly Chart Focus NewsletterJuly 2007
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