شمول هم افزایی بازاریابی در آنالیز کسب : رویکرد گام به گام

Merger and Acquisition fever continues. Whereas the M & A boom of the 1980s was driven largely by financial considerations, resulting in many leveraged buyouts and hostile takeovers, more of today's mergers and acquisitions are friendly and are motivated by strategic profit goals. Reflecting this transition, marketing synergy has become a more relevant factor in determining the ultimate success of contemporary mergers and acquisitions. This article reviews an empirically tested step-wise approach for identifying, valuing, and realizing opportunities for marketing synergy related to proposed or consummated acquisitions. The approach focuses upon analyzing marketing consolidations in strategically driven, complementary mergers and acquisitions.

Leveraged by technology and readily available capital, global overcapacity has developed in steel, paper, chemicals, airline seats, cars, commodities, livestock, telecommunications, financial services, and many other industries. This overcapacity has caused intensive price competition and a new drive for efficiency through consolidation. Companies in affected industries feel they will be left behind if they do not either quickly join forces with competitors or vertically integrate. High stock values have created abundant currency with which to finance these new deals.1 The result has been an explosion in worldwide merger and acquisition (M & A) activity. The total value of worldwide mergers in 1998 was $2.489 trillion, up 54% from 1997, while in the U.S., the total value rose an astounding 78% to $1.613 trillion according to Securities Data Co. [1]. Between 1991 and 1998, the annual value of mergers in the U.S. increased more than tenfold (Figure 1).

In today's fast-paced, environmentally dynamic, globally competitive markets, speed and innovation have become pivotal determinants of corporate success. In this environment, mergers and acquisitions have become an increasingly attractive strategic alternative. Thus, many of today's mergers are driven primarily by strategic goals such as the quest for market access, new technologies, critical mass, and growth. Reflecting this transition, marketing synergy has become a more important element in the evaluation of potential acquisition candidates and in the integration of already acquired partners. This article presented a two-phase approach for identifying, valuing, and prioritizing opportunities for marketing synergy related to proposed or consummated acquisitions. Used as a complement for more traditional financial analysis, the proposed approach can help improve the chances for more successful mergers and acquisitions.27, 28, 29, 30, 32, 40, 44, 45, 46 and 47