chapter 11 alliances and acquisitions. learning objectives after studying this chapter, you should...
TRANSCRIPT
Chapter 11
Alliances and Acquisitions
LEARNING OBJECTIVES
After studying this chapter, you should be able to:
1. articulate how institutions and resources affect alliances and acquisitions
2. gain insights into the formation, evolution, and performance of alliances
3. understand the motives and performance of acquisitions
4. participate in two leading debates on alliances and acquisitions
5. draw implications for action
ALLIANCES AND ACQUISITIONS
strategic alliances - voluntary agreements between firms involving exchange, sharing, or co-developing of products, technologies, or services
contractual (nonequity-based) alliances - co-marketing, research and development (R&D) contracts, turnkey projects, strategic suppliers, strategic distributors, and licensing/franchising
ALLIANCES AND ACQUISITIONS
equity-based alliances - strategic investment; one partner invests in another
cross-shareholding - both partners invest in each other
acquisitions - transfer of the control of operations and management from one firm (target) to another (acquirer), the former becoming a unit of the latter
merger - combination of operations and management of two firms to establish a new legal entity
Institutions, Alliances, and Acquisitions
formal institutions – set of formal legal and regulatory frameworks impacting:(1) antitrust concerns(2) entry mode requirements
informal institutions - imitation drives many alliance/acquisition decisions yet some firms rush into
alliances and acquisitions without adequate due diligence and then get burned
RESOURCES AND ALLIANCESVRIO Framework
Value alliances - must create value by reducing costs, risks, and uncertainties
real option - investment in real operations as opposed to financial capital
learning race - competitive situation in which partners aim to outrun each other by learning the “tricks” from the other side as fast as possible
acquisition premium - difference between the acquisition price and the market value of target firms
RESOURCES AND ALLIANCESVRIO Framework
Rarity - ability to successfully manage interfirm relationships—often called relational (or collaborative) capabilities— may be rarerelational (or collaborative) capabilities
relationships that occur within an organization firms must have unique skills to execute strategy
RESOURCES AND ALLIANCESVRIO framework
Imitability - one firm’s resources and capabilities may be imitated by partners- trust and understanding -firms without good “chemistry” may have a hard
time imitating such activities - firms that excel in integration possess
hard-to-imitate capabilities
RESOURCES AND ALLIANCES VRIO framework
Organization - alliance relationships are organized in a way that makes it difficult for others to replicate- whether acquisitions add value boils down to how merged firms are organized to take advantage of the benefits while minimizing costs
ALLIANCES AND ACQUISITIONS
How do firms choose between alliances and acquisitions?
alliances - create value primarily by combining complementary resources
- as real options, may be more suitable under high levels of uncertainty
acquisitions - derive most value by eliminating redundant resources
- preferable when the level of uncertainty is low
FORMATION OF ALLIANCES
Stage One: To Cooperate or Not to Cooperate?To grow by pure market transactions, the firm has to independently confront competitive challenges - verydemanding even for resource-rich multinationals
Stage Two: Contract or Equity?The choice between contract and equity also boils down to institutional constraints
Stage Three: Specifying the RelationshipFirms need to choose a specific format among the family of equity-based or contractual (nonequity-based) alliances
COMBATING OPPORTUNISM
It is difficult to completely eliminate opportunism, but it is possible to minimize its threat by:
(1) walling off critical capabilities, or (2) swapping critical capabilities through credible commitments
Sometimes none of these approaches work, and the relationship deteriorates
FROM CORPORATE MARRIAGE TO DIVORCE
initiation - initiator starts feeling uncomfortable with the alliance (for whatever reason)
going public - initiator likely to go public first but partner may preempt by blaming the initiator
uncoupling - alliance dissolution can be friendly or hostile
PERFORMANCE OF ALLIANCES
Acquisitions are often the largest capital expenditures most firms ever make, they are frequently the worst planned and executed activities.
PERFORMANCE OF ALLIANCES
Factors that may influence alliance performance:
(1) equity(2) learning and experience(3) nationality(4) relational capabilities
None of these is able to assert an unambiguous, direct impact on performance
MOTIVES FOR ACQUISITIONS
(1) synergistic - response to formal institutional constraints and transitions in search of synergy
(2) hubris - manager’s overconfidence in his or her capabilities - may unknowingly overpay for targets
(3) managerial motives - self-interested reasons –
some managers may have deliberately over diversifiedtheir firms through M&As in their quest for more power, prestige, and money
PERFORMANCE OF ACQUISITIONS
Why do as many as 70% of acquisitions fail?
Preacquisition - executive hubris and/or managerial motives
- inadequate screening and failure to achieve strategic fit
- 80% of acquiring firms do not analyze organizational fit
- failure to address multiple stakeholders’ concerns regarding job losses and diminished power
PERFORMANCE OF ACQUISITIONS
Why do as many as 70% of acquisitions fail?
Postacquisition - integration problems - strategic fit - organizational fit resulting in inadequate attention to people issues, resulting in low morale and high turnover- clashes of national cultures
M&As + Alliances
Given the high rates of M&A failures, it seems imperative that firms seriously and thoroughly investigate alliances as an alternative before embarking on acquisitions.
Majority JVs as Control Mechanisms versus Minority JVs as Real Options
Although the logic of having a higher level of equity control in majority JVs is straightforward, its actual implementation is often problematic. Asserting one party’s control rights, even when justified based on a majority equity position, may irritate the other party.
Minority JVs are recommended toehold investments as possible stepping stones for future scaling up. Whether this more aggressive strategy is justified remains to be seen.