Question 1

Hewlett-Packard's disastrous acquisition of the software and services company,Autonomy,points to the problem that the acquirer has much less information about the company than the seller.An additional problem of the Autonomy acquisition is that acquisitions that are intended to change the acquirer's business model are riskier than acquisitions that seek to leverage the existing business model.

Accepted Answer

The statement is true, as acquiring companies may have less information about the target company, especially when it comes to intangible assets like intellectual property or culture. Additionally, acquisitions that involve significant business model changes are often riskier, as they require significant integration efforts and may destabilize the acquirer's existing business.

Question 2

In the case of cross-border amalgamations of companies,concerns of national domination often mean that mergers are preferred to acquisitions.

Accepted Answer

Cross-border amalgamations of companies often face concerns of national domination, which can lead to mergers being preferred over acquisitions. This is because a merger allows for a more equal partnership between the two companies, whereas an acquisition can be seen as one company taking over the other.

Question 3

Strategic alliances are only stable if they are reinforced by equity ownership between the partners.

Accepted Answer

While equity ownership can be a helpful tool in reinforcing strategic alliances, it is not the only factor that determines stability. Factors such as effective communication, mutual trust, and shared goals can also play important roles in maintaining successful strategic partnerships.

Question 4

The forces that gave rise the created the industrial districts of Italy are essentially the same as those that have caused clustering of ﬁlm production companies in Hollywood and electronics and IT companies in Silicon Valley.

Accepted Answer

Both the industrial districts of Italy and the clustering of film production companies in Hollywood and electronics and IT companies in Silicon Valley are examples of agglomeration economies. These economies arise when companies in the same industry cluster together in a particular location to benefit from shared infrastructure, specialized suppliers, a skilled labor force, and knowledge spillovers. Therefore, the forces that gave rise to industrial districts in Italy are essentially the same as those that have caused clustering in Hollywood and Silicon Valley.

Question 5

Mergers and acquisitions are attractive to the managers who instigate them because of the speed with which they can effect strategic changes rather than their proven financial benefits.

Accepted Answer

While mergers and acquisitions can have financial benefits, such as increased market share and economies of scale, some managers are drawn to them primarily for the opportunity to quickly and dramatically change their company's strategic direction. This is often seen as a faster and more efficient way to achieve strategic goals than pursuing organic growth alone.

Question 6

In order to gain a new organizational capability,it is usually cheaper and less risky to acquire a company that already possesses that capability than to develop that capability internally.

Accepted Answer

Acquiring a company can be more expensive and riskier due to the high costs of acquisition, integration challenges, cultural mismatches, and potential for not realizing the expected synergies or value from the acquisition. Developing a capability internally allows for more control and alignment with the company's existing culture and processes, though it may require time and investment in training and development.

Question 7

Cross-border acquisitions tend to have the strongest strategic logic but give rise to the greatest challenges of post-merger integration.

Accepted Answer

Cross-border acquisitions involve acquiring a company in a different country or region, which often provides strategic benefits such as access to new markets, technologies, or talent. However, due to differences in culture, language, laws, and business practices, cross-border acquisitions also present significant challenges in terms of integrating operations, systems, and people after the merger.

Question 8

In most cases,the primary goal of a strategic alliance is to acquire that than simply to access the partner's organizational capabilities.

Accepted Answer

The primary goal of a strategic alliance is usually to access the partner's organizational capabilities, such as technology, expertise, or distribution channels, rather than to acquire them outright. Strategic alliances are often formed between companies with complementary strengths or resources to gain competitive advantages or enter new markets. While joint ventures or mergers and acquisitions may involve acquiring another organization, strategic alliances typically aim to achieve mutual benefits without the commitment and complexity of full integration.

Question 9

Mergers and acquisitions represent paradoxes in the sense that:
A)The stock market remains suspicious of them,despite widespread evidence of their effectives as tools of corporate strategy
B)Companies continue to be enthusiastic in initiating acquisitions despite empirical evidence that,on average,acquisitions destroy shareholder value for acquirers
C)The CEOs who initiate them are lauded by the business media,despite the suspicious that they are vehicles for CEO testosterone-fueled hubris
D)They are often initiated by companies that profess a stakeholder orientation despite the fact that it is investment bankers who are the main beneficiaries,while consumers and employees are the main losers

Accepted Answer

Despite empirical evidence that, on average, acquisitions destroy shareholder value, companies continue to be enthusiastic in initiating them. This represents a paradox between the company's eagerness to acquire and the negative impact on shareholder value.

Question 10

The main reason that multinational corporations choose t enter emerging markets by means of a joint venture with a local partner is usually the desire t share risk rather than the need to access local knowledge and distribution channels.

Accepted Answer

The main reason multinational corporations enter emerging markets through joint ventures with local partners is often to access local knowledge, expertise, and distribution channels, which can be crucial for successfully navigating the unique challenges and opportunities in these markets. Sharing risk is also a factor, but accessing local capabilities is typically a primary motivation.

Question 11

An important lesson from the troubled development of Boeing's 787 Dreamliner is that,for developing complex,technically-advanced products,the hub firm needs to have the capability to manage networks of strategic alliances.

Accepted Answer

The statement is true. Boeing's development of the 787 Dreamliner involved a network of over 50 strategic alliances with suppliers around the world, highlighting the importance of a hub firm's ability to manage such alliances in the development of complex products.

Question 12

The "lemons problem" in the market for companies refers to the fact that the sellers of companies have better information about the company than do would-be buyers.

Accepted Answer

The lemons problem, also known as information asymmetry, occurs when one party in a transaction has more information than the other party, leading to potential problems or risks in the transaction. In the market for companies, sellers may have access to more information about the company's financial health, operations, and other important factors than potential buyers. This can lead to buyers being hesitant to pay the full value of the company, as they may be concerned about hidden issues or risks that they are not aware of.

Question 13

The main parallel between the merger boom in the US at the end of the 19^th century and the recent merger boom in the chemicals,beer,food,media and communications,and pharmaceutical industries is that both involves horizontal mergers and resulted in the creation of market-dominating companies:

Accepted Answer

Both the merger boom in the US at the end of the 19th and the recent merger boom in various industries involve horizontal mergers, where companies in the same industry combine to create a larger entity. In both cases, these mergers resulted in the creation of market-dominating companies that had significant control over the market.

Question 14

Mergers and acquisitions go in waves.Because acquirers prefer to pay low prices for acquired companies,these M&A waves tend to be inversely correlated with stock market fluctuations.

Accepted Answer

M&A waves often coincide with periods of economic optimism and rising stock markets, as acquirers are more willing to pay higher prices due to the availability of cheap financing and the expectation of future growth.

Question 15

Issues of pre-acquisition planning and post-acquisition management should be viewed as separate: activities best led by separate teams.

Accepted Answer

Pre-acquisition planning and post-acquisition management are interconnected processes that should be viewed as part of a continuum, often requiring collaboration and continuity between teams to ensure the success of the acquisition.

Question 16

Mergers,acquisitions,and alliances may be viewed not just as instruments of corporate strategy but as strategies in themselves.

Accepted Answer

The answer of Mergers,acquisitions,and alliances may be viewed not just...

Question 17

In Capron and Mitchell's decision framework for selecting the right growth path,if a firm finds that its resources and capabilities do not fit with its current strategy,then acquisition should be first option considered and internal development the last option.

Accepted Answer

Capron and Mitchell's decision framework suggests that firms should first consider internal development if their resources and capabilities are strong, and look towards acquisitions or alliances if internal resources are lacking or if a faster market entry is needed. The decision is based on the fit between the firm's resources and the growth path, not a predetermined order of options.

Question 18

Identifying the strategic rationale and likely benefits of mergers and acquisitions is easier in the case of diversifying mergers and acquisitions than for horizontal mergers and acquisitions.

Accepted Answer

Identifying the strategic rationale and likely benefits of horizontal mergers and acquisitions is usually easier as they involve companies in the same industry or market, leading to more obvious synergies and potential cost savings compared to diversifying mergers and acquisitions, which involve companies in different industries and markets.

Question 19

Internal business ventures rather than external mergers,acquisitions and alliances are the preferred means by which most established ﬁrms achieve major extensions in the scope of their activities.

Accepted Answer

Most established firms often pursue growth and extensions in their scope of activities through external strategies such as mergers, acquisitions, and alliances, as these methods can provide quicker access to new markets, technologies, and resources compared to the slower process of developing internal ventures.

Question 20

The key difference between a merger and an acquisition is that,in the case of a merger,the participating companies combine to create a new company.

Accepted Answer

In a merger, the participating companies combine to create a new company, whereas in an acquisition, one company acquires another company or a portion of it.

Quiz 14: External Growth Strategies: Mergers, Acquisitions, and Alliances