By Sebastian Burchhardt
Sebastian Burchhardt develops a video game idea version that analyzes the prospective behavioral styles of staff in the course of M&A methods and the impression of such styles at the luck of the transaction itself. the result's the improvement of a principal-multi-agent version that permits for endogenous contest access pushed via identification. furthermore, the version proposes suggestions for sensible M&A management.
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Extra info for Competition with Identity Driven Entry: A Principal Multi-Agent Model on the Success of Mergers and Acquisitions
An increase in production usually leads to a reduction in failure rates, as staff members are gathering more and more experience. This can be obtained through an acquisition even more easily if it has been made explicit beforehand by means of handbooks, process descriptions, etc. 64 All synergy effects can be applied to the various purposes underlying the strategic intentions of a specific transaction. In terms of their teleological intention, Wirtz structures the strategic motives into market-oriented, performance-oriented and risk-oriented types.
In terms of their teleological intention, Wirtz structures the strategic motives into market-oriented, performance-oriented and risk-oriented types. Market-oriented motives aim to either increase or to defend a company’s market power. An increase in goods procured can strengthen the company’s negotiation power against other suppliers and thus result in better conditions with higher planning security. Combined procurement power and process also makes it possible to rationalize stock management, which in turn leads to asset optimization.
Bruner does, however, qualify these findings by adding that the results of those studies with negative returns are based on an extreme definition of failure. A more positive picture could be obtained by taking only the compensation for opportunity costs into account. 90 Schwarz (2004) refers to surveys of M&A success rates in practice that were conducted by several consulting companies between 1987 and 1999. The overall success rates were between 20% and 40%, but these results do not necessarily mean that acquisitions are inherently dangerous.