Table of contents
New McKinsey research challenges conventional M&A wisdom
Stewart EarlyOver the past five years, McKinsey has been involved with over 800 individual post merger engagements. The perspective gained from post‐merger management (PMM), combined with…
Reducing M&A risk through improved due diligence
Jeffery S. Perry, Thomas J. HerdMaking an M&A deal “work” is one of the hardest tasks in business. A handful of best practices can reduce the risk and give the deal a fighting chance. The inherent danger in due…
Making brand equity a key factor in M&A decision‐making
Shailendra Kumar, Kristiane Hansted BlomqvistBrand is a strategic asset that should be managed. This is an increasingly important issue for businesses that favor or have favored acquisition‐based growth strategies. To ensure…
Modeling how their business really works prepares managers for sudden change
Peter Bürgi, Bart Victor, Jody Lentz“Chemcor”, a mid‐sized specialty chemicals firm must balance the disciplining effects of planning against the need for innovative and adaptive action. The top corporate strategy…
The 30‐hour day: the future for media and entertainment businesses
Neil ParkerAn explosion of new media delivery technologies allows consumers to tap into information and entertainment, served up on demand. However, most media and entertainment (M&E…
IBM’s Think strategy – melding strategy and branding
Kevin Clark, Mark McNeillyWhen operations are consolidated to simplify product lines and to gain efficiencies in practices and marketing, can the brand identities also be consolidated? This was the…
ISSN:
1087-8572Renamed from:
Planning ReviewOnline date, start – end:
1996Copyright Holder:
Emerald Publishing LimitedOpen Access:
hybridMerged from:
The AntidoteEditor:
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