By Valerie Bannert-Thurner
Acquisitions are more and more used to resource functions, yet usually with no good fortune. according to top practices from businesses similar to HP, IBM, GE and Intel, the booklet outlines the major elements impacting innovativeness submit acquisition. those underpin a strategic acquisition and integration administration notion. the writer offers instruments to help managers of their number of the suitable aim, undertaking a expertise due diligence, and in identifying and dealing with the fitting integration strategy.
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Extra info for Mastering the Acquirer’s Innovation Dilemma: Knowledge Sourcing through Corporate Acquisitions
Subsequently, the different types of acquisitions and their dual and interrelated purpose as a means of creating value and of achieving a strategic objective are introduced. The objective of this chapter is to provide the reader with background information on acquisitions which are useful within the subsequent discussions on acquisition and integration management. 1 Terms and Definitions: Corporate Acquisitions The terms ‘corporate acquisitions’ or ‘mergers and acquisitions’, often referred to as ‘M&A’, have become buzz-words in financial institutions and strategic management groups rather than well-defined terms.
1 Integrated technology management Generally the purpose of technology management is the deliberate handling of technologies. 16 This book is based on the Integrated Technology Management theory developed by Professor H. Tschirky (1998c) 18 Mastering the Acquirer’s Innovation Dilemma at the Center for Enterprise Science, Federal Institute of Technology, ETH Zurich. Integrated technology management is understood as a holistic task of management, which is in line with the normative, strategic and operational objectives of the enterprise and concerned with the design, direction and development of the technology and innovation potential (Tschirky, 1998b: 226).
3 Functional match between technologies and needs Source: Tschirky, Jung and Savioz (2003: 71). , 2003). Strategic technology platforms often comprise a core technology representing the platform. It fulfils a main function used to satisfy a customer’s needs. Strategic technology platforms are the counterpart to strategic business fields which assemble knowledge on specific markets, their relevant customers, products and services. Customer needs are defined within strategic business fields. 3). Generally it can be presumed that a customer does not express his or her needs in terms of a specific product (this is only the case if the customer aims for a certain brand rather than a certain value proposition) but in terms of specific functions and related requirements.