By Andreas Freitag
As a primary step in the direction of using company structure administration (EAM) in Mergers and Acquisitions (M&A), Andreas Freitag investigates the end-to-end applicability of commercial functions within the M&A means of a company client association. corporations nonetheless fight to regulate M&A successfully. an important variety of merger initiatives don't succeed in the predicted targets or fail thoroughly. consequently, businesses try to enhance their M&A strength via setting up the mandatory abilities, association, tactics and techniques. EAM is an technique for company and IT making plans, promising to give a contribution to the good fortune of commercial transformation demanding situations comparable to M&A. enterprise strength types are a necessary component of a state-of-the-art EAM process. they're often used as a kick off point to paintings collaboratively with enterprise and IT stakeholders.
- Overview on cutting-edge of EA administration within the context of M&A
- A theoretical starting place for company capabilities
- Understanding the company patron state of affairs and the company patron M&A process
- Application of industrial functions within the M&A process
- Researchers and scholars within the box of commercial transformation, details platforms, and informatics
- Practitioners within the box of Business/IT administration, company structure, M&A, and Post-Merger Integration
About the Author
Andreas Freitag accomplished his doctoral thesis on the division of Informatics, Technische Universität München, below the supervision of Prof. Dr. Florian Matthes.
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Extra resources for Applying Business Capabilities in a Corporate Buyer M&A Process
Tr. PMI X X X X X The online search resulted in two groups of publications. 1). 2 (Books) These publications mention M&A as a driver for EA Management or state that support of M&A is a task of the EA Management discipline. Often, M&A is an example business driver for change that leads to challenges for the management of IT. However, these publications do not address the application of EA Management during M&A in detail. 1). g. [Fa10a, Fa10b]). g. g. g. [Al11a, Tr11]). These publications are not evaluated in detail.
McKinsey reports a 50% failure rate (from the buyer’s perspective) for 507 international mergers or acquisitions between 1996 and 1998 [LM02]. 2 M&A Boundary Conditions & Constraints A merger project is performed under a set of special boundary conditions and constraints that inﬂuence the working environment. We need to understand these boundary conditions to develop artifacts that are useful for enterprises working in the special setting of these challenging business transformation projects.
The expected bene ts of an M&A transaction are estimated before the deal is performed and are re ected in the purchase price, but the overall success of an M&A transaction is strongly depending on the outcome of the integration and the realization of expected synergies [BC08]. In the course of this work, success is understood as achievement of formulated goals and realization of the aspired value contribution of an M&A transaction. 1. Consequently, the subjective value for the acquiring enterprise can be increased in two dimensions.
Applying Business Capabilities in a Corporate Buyer M&A Process by Andreas Freitag