The document discusses various types of external growth strategies for businesses, including partnerships, strategic alliances, joint ventures, mergers, acquisitions, licensing, and franchising. It provides definitions and examples for each type of strategy. Partnerships and strategic alliances are described as leveraging the strengths of each partner to create value greater than the sum of the parts. Mergers and acquisitions are discussed as ways for companies to grow, though mergers often do not achieve expected cost savings. The advantages of external growth strategies include reducing competition and gaining access to new markets and expertise, while the disadvantages include potential incompatibility of cultures and loss of flexibility.
A presentation for subject MGMT90148 (Consulting Fundamentals) at Melbourne Business School.
Designed as an engaging look at strategic alliances as a tool in business. Highlights its application, effectiveness and a guide for what successful strategic alliances entail in the corporate world.
A presentation for subject MGMT90148 (Consulting Fundamentals) at Melbourne Business School.
Designed as an engaging look at strategic alliances as a tool in business. Highlights its application, effectiveness and a guide for what successful strategic alliances entail in the corporate world.
What is strategy-execution?
Understanding the distinction between strategy-execution and strategy.
Understanding the distinction between strategy-execution failure and strategy failure.
Why strategy execution is a critical activity of organisational success?
What are the causes of strategy-execution failures?
How can the quality of strategy-executions be improved?
3-Act Business Model Storyboard for LEAN STARTUP PIVOTS: A Visual Template fo...Rod King, Ph.D.
If there were to be a single word that describes the Lean Startup methodology, I’d vote for “Pivot.” However, “Pivot” is one of the most abused terms in the lexicon of a Lean Startup.
In his book, “The Lean Startup,” Eric Ries notes: “A pivot is a special kind of change designed to test a new fundamental hypothesis about the product, business model, and engine of growth.” He then lists 10 types of pivots that can occur in a startup. He suggests that startups should have regular “Pivot or Persevere” meetings. The typology of pivots is strongly tied to the building blocks and profit logic of a business model. However, Ries does not illustrate the typology of pivots especially within the framework and profit logic of a business model.
This presentation on the 3-Act Business Model Storyboard visually organizes the 10 types of pivots within the profit logic of a business model; see http://goo.gl/MorILv . Consequently, one can see how a pivot in one part of a business model affects other parts of the Lean Startup’s business model. The Business Model Storyboard also indicates why it’s difficult to make pivots or structural changes in established business models; I describe this phenomenon as “Pivot Inertia (PI).” Pivot Inertia is responsible for the demise of once established firms such as Blockbuster and Borders. Overcoming Pivot Inertia is critical for the success of both startups and established businesses. Google, PayPal, and Groupon all overcame Pivot Inertia and made a fortune.
Finally, there is a template of the Business Model Storyboard that facilitates application of the Lean Startup Method. In particular, the Business Model Storyboard facilitates the process of formulating, testing, and validating business model hypotheses of Lean Startups. Using the Business Model Storyboard should make easier the understanding, planning, and execution of pivots in both startups and established companies.
Rod.
What is strategy-execution?
Understanding the distinction between strategy-execution and strategy.
Understanding the distinction between strategy-execution failure and strategy failure.
Why strategy execution is a critical activity of organisational success?
What are the causes of strategy-execution failures?
How can the quality of strategy-executions be improved?
3-Act Business Model Storyboard for LEAN STARTUP PIVOTS: A Visual Template fo...Rod King, Ph.D.
If there were to be a single word that describes the Lean Startup methodology, I’d vote for “Pivot.” However, “Pivot” is one of the most abused terms in the lexicon of a Lean Startup.
In his book, “The Lean Startup,” Eric Ries notes: “A pivot is a special kind of change designed to test a new fundamental hypothesis about the product, business model, and engine of growth.” He then lists 10 types of pivots that can occur in a startup. He suggests that startups should have regular “Pivot or Persevere” meetings. The typology of pivots is strongly tied to the building blocks and profit logic of a business model. However, Ries does not illustrate the typology of pivots especially within the framework and profit logic of a business model.
This presentation on the 3-Act Business Model Storyboard visually organizes the 10 types of pivots within the profit logic of a business model; see http://goo.gl/MorILv . Consequently, one can see how a pivot in one part of a business model affects other parts of the Lean Startup’s business model. The Business Model Storyboard also indicates why it’s difficult to make pivots or structural changes in established business models; I describe this phenomenon as “Pivot Inertia (PI).” Pivot Inertia is responsible for the demise of once established firms such as Blockbuster and Borders. Overcoming Pivot Inertia is critical for the success of both startups and established businesses. Google, PayPal, and Groupon all overcame Pivot Inertia and made a fortune.
Finally, there is a template of the Business Model Storyboard that facilitates application of the Lean Startup Method. In particular, the Business Model Storyboard facilitates the process of formulating, testing, and validating business model hypotheses of Lean Startups. Using the Business Model Storyboard should make easier the understanding, planning, and execution of pivots in both startups and established companies.
Rod.
Sell First, Build Later with the Lean Startup: Fundamentals, Tools, Methods a...Ismail Berkan
"Sell First, Build Later" presentation slides cover four major concepts such as the Lean Startup, Customer Development, Agile Development and Business Modelling. Briefly, explains the fundamentals, tool sets and ten steps how to build a tech startup. Slides are from my talk at the largest meetup group for coders in Turkey, 'Istanbul Coders', (Istanbul, September 2013).
Startup Fuze - Business Model, Business Plan & Revenue ModelsLuis Almanza
Presentation at Startup Fuze program of Laval University in Quebec, about:
Business Model vs Business Plan
Types of Business Models
Business Model Canvas
Lean Canvas
Revenue Models
Relevance of the business model for startup successChristian Schultz
This presentation answers three questions: (1) What are viable definitions of the business model? (2) Is the business model relevant for start-up success? (3) What elements of the business model are very success sensitive in the start-up context? The short case study of wegreen is used to exemplify the main arguments of the presentation.
Slides from the CEDIM Innovation Series presentation. Includes a new business model framework, the business model as strategy cube and a design thinking oriented approach to business model innovation. @cedim
Business Model - system strategy flow chart with feedback loops for lean startupKelly Schwedland
Startups are inherently difficult. Building a lean startup often involves having an idea of the business model and system strategy that can help while building the customer and process flow and allow for feedback loops to marketing and management that allows the company to flourish.
But Scaling a business requires that it is replicable. This requires systems that are not dependent on the founding team and can quickly and easily be transferred to new employees. Mapping out and documenting the systems is a quick and easy way to find holes and fill them. For More info see Michael Gerber's "The E-Myth Revisited"
The Business Model Canvas - Your Plan For Success (Startup Weekend Montreal)Davender Gupta
Your Business Model describes how you create, deliver and harvest value. Putting it down on one sheet of paper gives you a roadmap as to how to develop your idea and turn it into a business.
Presented at Startup Weekend Montreal, July 13 2013
http://montreal.startupweekend.org
Presenter:
-------
Coach Davender Gupta MSc
Venture Catalyst - Accélérateur d'entrepreneuriat
Startup-Académie
I guide high-performance entrepreneurs to develop the knowledge, skills and confidence to change the world.
Je guide les entrepreneurs haute-performance à développer les connaissances, les compétences et la confiance pour transformer le futur.
coach@davender.com
Québec: 418-948-1553
Montreal: 514-448-1894
www.startupacademie.com
www.coachdavender.com
LEAN STARTUP LIFECYCLE: 5 Stages in the Evolution of Billion Dollar $tartupsRod King, Ph.D.
This presentation builds on Steve Blank's three stage model for the evolution of scalable startups. Steve Blank's three stages are Startup, Transition, and Company. The above "Lean Startup Lifecycle" includes these three stages as well as illustrates other ideas such as Problem-Solution Fit, Product-Market Fit, and Business Model Fit/Scaling. Unlike in Steve Blank's approach, the Lean Startup Lifecycle presents the OTHER Loop as tool for solving novel (emergent) and routine (deliberate) problems when building a scalable startup.
The Lean Startup Lifecycle can be used as a descriptive tool to comprehensively explain the evolution of scalable startups as well as a prescriptive tool or roadmap for guiding the development of scalable startups or Billion Dollar Companies. The Lean Startup Lifecycle posits that every Billion Dollar $tartup goes through forms in its lifecycle: Adaptive Startup; Shaping Startup; Transition; Visionary Company; Classic Company.
Business Model Design, For a Competitive StartupMotaz Agamawi
We will go together through a journey on how we can build a competitive startup.
We are going to explore together the different stages we need to cover to reach a competitive startup.
Due to the available time of the workshop, we will not be able to go deeper, we will just try to identify what we need to do.
Our real Objective is how to reach Competitiveness. Through the Commercializing of technologies (ideas) which creates wealth for Individuals and Nations.
LEAN SIX SIGMA CANVAS: A Universal Problem Solving (UPS) Worksheet for Lean S...Rod King, Ph.D.
The Lean Six Sigma methodology is one of the most effective tools for solving problems that improve customer delight as well as significantly add to the bottom line. However, Lean Six Sigma is not easy to learn and apply. Moreover, Lean Six Sigma programs are expensive. In this presentation, the Lean Six Sigma Canvas is introduced as an interface that facilitates the application of the Lean Six Sigma methodology, which is driven by the DMAIC (Define-Measure-Analyze-Improve-Control) Cycle. The Lean Six Sigma Canvas also facilitates integration of the Lean Six Sigma approach, which focuses on continuous quality improvement and waste reduction, with the Lean Startup method which focuses on continuous product innovation. The result is an all-in-one tool that can be used for cost effectively solving both tame (predictable) and wicked (unpredictable) problems.
A 3-day intense entrepreneurship training workshops based on different approaches; Business Model Canvas + Lean Startups, that aims at generating a sustainable business model for new startups.
Evidence-based Entrepreneurship by Steve Blank
Steve Blank @sgblank Stanford / Berkeley / Columbia
The Lean Startup Conference 2013
http://leanstartup.co/
The presentation has been created for StartupbootcampIstanbul participants aiming to briefly summarise and compare today's most famous business model design patterns.
This is my attempt to summarize some of the latest ideas / strategies / techniques related to lean product startups. Most of the content is based on my understanding from literature and applying these principles to my own startup
LEANER STARTUP MODELING: A Value Innovation Storydeck of Standardized Tools f...Rod King, Ph.D.
In 2011, Eric Ries published his groundbreaking book, "The Lean Startup: How Today's Entrepreneurs Use Continuous Innovation to Create Radically Successful Businesses." In his review of the book, Steve Blank commented: "The roadmap for innovation for the twenty-first century. The Ideas in 'The Lean Startup' will help create the next industrial revolution." Tim O'Reilly added: "I imagine the Lean Startup principles applied to government programs, to health care, and to solving the world's greatest problems." In spite of the high acclaim for Ries's "The Lean Startup," entrepreneurs and organizations struggle to translate into reality key ideas and principles of the Lean Startup Method. Many entrepreneurs don't know where to begin and the tools that must be applied to achieve the goal of continuous innovation while creating radically successful businesses. In short, Ries's book lacks tools for simply translating its ideas into reality. Several tools have emerged to help translate Lean Startup ideas into practice. Popular tools include the Business Model Canvas, Lean Canvas, and Validation Board. However, none of these tools can be used to holistically present or illustrate the Lean Startup Methodology as presented in the book, "The Lean Startup." Tools such as the Business Model Canvas, Lean Canvas, and Validation Board cannot be simultaneously applied at the level of business strategy, business modeling, and execution in a Lean Startup project. In short, single level and static tools such as the Business Model Canvas, Lean Canvas, and Validation Board do not adequately reflect and feature the rich contents of the Lean Startup book. It is this void that the Lean Startup Model fills. The Leaner Startup Model provides the only template for systematically translating Eric Ries's Lean Startup ideas, principles, and method into reality. The Lean Startup Model provides the only dynamic business model framework that explicitly integrates the Product Innovation (Agile Development) Model, Customer Development (Marketing) Model, and Innovation Accounting (Financial Profit) Model of the Lean Startup Method. The dynamic framework of the Leaner Startup Model facilitates deep understanding and exploration of Lean Startup ideas including the following: Lean Strategy (Vision-Strategy-Product) Pyramid; Build-Measure-Learn Feedback Loop; Minimum Viable Product; Pivot; Product-Market Fit; Value Hypothesis; Growth Hypothesis; Engines of Growth. The goal of the Leaner Startup Model is to provide an all-in-one template that helps more entrepreneurs and organizations to use continuous innovation to create "Radically Successful Businesses (RSB)." Use of an all-in-one template as well as a 'de facto' standard template facilitates communication between different Leaner Startup Practitioners as well as tremendously saves time, money, and energy in Leaner Startup projects. So, what do you think about having a standard template for the Lean Startup Method?
Economic conditions have shifted significantly since the last Wisdom Exchange. The program held in February 2009 aimed to give the presidents and CEOs of Ontario's most successful Small and Medium Enterprises the tools to both face these challenges and develop new opportunities.
Why Own Safeguard?
- Full Value Yet to be Realized
- Ownership Stakes in Exciting Partner Companies
- Top Performance of Proven Team
- Financial Strength, Flexibility and Liquidity
- Strong Alignment of Interests
Forward-Looking Statements
Statements contained in this presentation that are not historical facts are forward looking statements which involve certain risks and uncertainties including, but not limited to, risks associated with the uncertainty of managing rapidly changing technologies, limited access to capital, competition, the ability to attract and retain qualified employees, our ability to execute our strategy, the uncertainty of the future performance of our partner companies, acquisitions and dispositions of additional partner companies, the inability to manage growth, government regulation and legal liabilities and the effect of economic conditions in the business sectors in which our partner companies operate, negative media coverage and other uncertainties as described in our filings with the Securities and Exchange Commission, including our Annual Report on Form 10-K.
Safeguard does not assume any obligation to update any forward looking statements or other information contained in this presentation.
Why Own Safeguard?
- Full Value Yet to be Realized
- Ownership Stakes in Exciting Partner Companies
- Top Performance of Proven Team
- Financial Strength, Flexibility and Liquidity
- Strong Alignment of Interests
Forward-Looking Statements
Statements contained in this presentation that are not historical facts are forward looking statements which involve certain risks and uncertainties including, but not limited to, risks associated with the uncertainty of managing rapidly changing technologies, limited access to capital, competition, the ability to attract and retain qualified employees, our ability to execute our strategy, the uncertainty of the future performance of our partner companies, acquisitions and dispositions of additional partner companies, the inability to manage growth, government regulation and legal liabilities and the effect of economic conditions in the business sectors in which our partner companies operate, negative media coverage and other uncertainties as described in our filings with the Securities and Exchange Commission, including our Annual Report on Form 10-K.
Safeguard does not assume any obligation to update any forward looking statements or other information contained in this presentation.
Lotusphere Id601 - Understanding the marketplace advantages for IBM Lotus sol...Ed Brill
In this session, we'll examine the marketplace for collaboration, highlighting where the industry is going and how IBM is innovating in this space. We'll then help to define the trends forming and highlight Lotus capabilities and their advantages. In addition, we'll discuss how IBM is positioned in the marketplace, discussing best practices, real-world experiences, and considerations customers should make when looking at these solutions. You'll learn how customers are examining the real costs involved in deploying these solutions in their organization. Come and hear the reasons why Lotus solutions are the choice of tens of thousands of customers worldwide.
Why Own Safeguard?
- Full Value Yet to be Realized
- Ownership Stakes in Exciting Partner Companies
- Top Performance of Proven Team
- Financial Strength, Flexibility and Liquidity
- Strong Alignment of Interests
Forward-Looking Statements
Statements contained in this presentation that are not historical facts are forward looking statements which involve certain risks and uncertainties including, but not limited to, risks associated with the uncertainty of managing rapidly changing technologies, limited access to capital, competition, the ability to attract and retain qualified employees, our ability to execute our strategy, the uncertainty of the future performance of our partner companies, acquisitions and dispositions of additional partner companies, the inability to manage growth, government regulation and legal liabilities and the effect of economic conditions in the business sectors in which our partner companies operate, negative media coverage and other uncertainties as described in our filings with the Securities and Exchange Commission, including our Annual Report on Form 10-K.
Safeguard does not assume any obligation to update any forward looking statements or other information contained in this presentation.
How Finance can lead and influence great results in challenging economic times
by Richard Arthurs Finance Director General Mills UK and Ireland
www.cfoevent.com
Why Own Safeguard?
- Full Value Yet to be Realized
- Ownership Stakes in Exciting Partner Companies
- Top Performance of Proven Team
- Financial Strength, Flexibility and Liquidity
- Strong Alignment of Interests
Forward-Looking Statements
Statements contained in this presentation that are not historical facts are forward looking statements which involve certain risks and uncertainties including, but not limited to, risks associated with the uncertainty of managing rapidly changing technologies, limited access to capital, competition, the ability to attract and retain qualified employees, our ability to execute our strategy, the uncertainty of the future performance of our partner companies, acquisitions and dispositions of additional partner companies, the inability to manage growth, government regulation and legal liabilities and the effect of economic conditions in the business sectors in which our partner companies operate, negative media coverage and other uncertainties as described in our filings with the Securities and Exchange Commission, including our Annual Report on Form 10-K.
Safeguard does not assume any obligation to update any forward looking statements or other information contained in this presentation.
Why Own Safeguard?
- Full Value Yet to be Realized
- Ownership Stakes in Exciting Partner Companies
- Top Performance of Proven Team
- Financial Strength, Flexibility and Liquidity
- Strong Alignment of Interests
Forward-Looking Statements
Statements contained in this presentation that are not historical facts are forward looking statements which involve certain risks and uncertainties including, but not limited to, risks associated with the uncertainty of managing rapidly changing technologies, limited access to capital, competition, the ability to attract and retain qualified employees, our ability to execute our strategy, the uncertainty of the future performance of our partner companies, acquisitions and dispositions of additional partner companies, the inability to manage growth, government regulation and legal liabilities and the effect of economic conditions in the business sectors in which our partner companies operate, negative media coverage and other uncertainties as described in our filings with the Securities and Exchange Commission, including our Annual Report on Form 10-K.
Safeguard does not assume any obligation to update any forward looking statements or other information contained in this presentation.
Why Own Safeguard?
- Full Value Yet to be Realized
- Ownership Stakes in Exciting Partner Companies
- Top Performance of Proven Team
- Financial Strength, Flexibility and Liquidity
- Strong Alignment of Interests
Forward-Looking Statements
Statements contained in this presentation that are not historical facts are forward looking statements which involve certain risks and uncertainties including, but not limited to, risks associated with the uncertainty of managing rapidly changing technologies, limited access to capital, competition, the ability to attract and retain qualified employees, our ability to execute our strategy, the uncertainty of the future performance of our partner companies, acquisitions and dispositions of additional partner companies, the inability to manage growth, government regulation and legal liabilities and the effect of economic conditions in the business sectors in which our partner companies operate, negative media coverage and other uncertainties as described in our filings with the Securities and Exchange Commission, including our Annual Report on Form 10-K.
Safeguard does not assume any obligation to update any forward looking statements or other information contained in this presentation.
How to Create Map Views in the Odoo 17 ERPCeline George
The map views are useful for providing a geographical representation of data. They allow users to visualize and analyze the data in a more intuitive manner.
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
Synthetic Fiber Construction in lab .pptxPavel ( NSTU)
Synthetic fiber production is a fascinating and complex field that blends chemistry, engineering, and environmental science. By understanding these aspects, students can gain a comprehensive view of synthetic fiber production, its impact on society and the environment, and the potential for future innovations. Synthetic fibers play a crucial role in modern society, impacting various aspects of daily life, industry, and the environment. ynthetic fibers are integral to modern life, offering a range of benefits from cost-effectiveness and versatility to innovative applications and performance characteristics. While they pose environmental challenges, ongoing research and development aim to create more sustainable and eco-friendly alternatives. Understanding the importance of synthetic fibers helps in appreciating their role in the economy, industry, and daily life, while also emphasizing the need for sustainable practices and innovation.
Model Attribute Check Company Auto PropertyCeline George
In Odoo, the multi-company feature allows you to manage multiple companies within a single Odoo database instance. Each company can have its own configurations while still sharing common resources such as products, customers, and suppliers.
Ethnobotany and Ethnopharmacology:
Ethnobotany in herbal drug evaluation,
Impact of Ethnobotany in traditional medicine,
New development in herbals,
Bio-prospecting tools for drug discovery,
Role of Ethnopharmacology in drug evaluation,
Reverse Pharmacology.
How to Make a Field invisible in Odoo 17Celine George
It is possible to hide or invisible some fields in odoo. Commonly using “invisible” attribute in the field definition to invisible the fields. This slide will show how to make a field invisible in odoo 17.
7. So, is BIGGER better?
The fly outlived the Dinosaur!
Responsiveness &
flexibility to change
8. So, is BIGGER better?
“Only 23 percent of companies involved in a
merger or acquisition are able to recover the
costs of the Merge or the acquisition”- McKinsey
study (2008)
10. Advantages and Disadvantages of
External Growth Strategies
Advantages Disadvantages
• Reducing competition • Incompatibility of top management
• Vertical or horizontal Integration • Clash of corporate cultures
• Gaining access to new products and • Operational problems
markets
• Increased business complexity
• Access to technical expertise
• Loss of organizational flexibility
• Access to an established brand name
• Economies of scale • Antitrust environment
• Diversification of business risk
12. Partnership and strategic alliancing
1+1= +3
“Partnership and strategic alliancing
leverage the resources, abilities and gifts
while getting around the weaknesses”.
Mohamed Essam
13. PARTNERSHIP & STRATEGIC
ALLIANCING
FIGURE Potential Partnership Participants -
Dr. Syed M. Ahmed, Ph.D.
College of Engineering & Computing
Florida International University, Miami, Florida
14. PARTNERSHIP
“A partnership is an arrangement where
parties agree to cooperate to advance their
mutual interests”. - (1000ventures, 2010)
“Our success has really been based
on partnerships from the very
beginning.” Bill Gates
(American Entrepreneur and Founder of
Microsoft Co., b.1980)
1
15. Strategic Alliance
"A strategic alliance is a partnership between
firms whereby resources, capabilities, and
core competences are blended to follow
mutual interests”. - (Answers.com, 1996)
2/3
16. Joint ventures
“Two or more "parent" financial gatherings
accept to share capital, technical
knowledge, human supplies, and threats
and compensates in a formation of a new
entity under divided control”. - (1000ventures, 2010)
"If you do not seek out allies
and helpers, then you will be
isolated and weak.“
Sun Tzu, "The Art of War"
17. Mergers
“A merger occurs when the net assets of two
or more cooperatives merge into one
surviving cooperative. Mergers usually
involve horizontal growth”. - (Institute of Mergers,
Acquisitions and Alliances, 2008)
18. Acquisition - Takeover
• “In business, an Acquisition or a
takeover is the purchase of
one company (the target) by another
(the acquirer, or bidder)”. - Investopedia.com
4
19. Nestlé’s Acquisition Strategy
All acquisitions are measured against a list of
key criteria for Nestlé
Possible transition into Nutrition, Health and Wellness
To be category No. 1 or strong No. 2
Strong brands in leadership positions
Focused approach on value-added growth categories
Enhancing RIG (Real internal growth), cash flow and earnings
Generate value for shareholders
Maintain strong credit ratings and financial flexibility
High degree of certainty of successful integration
21. About half of Nestlé’s billionaire brands
In- come from acquisitions
Acquired
in 1996
Acquired
in 2002
Acquired JV with
Acquired L'Oréal
in 1988 in 2002
JV with Acquired
Acquired Coke in 1985
Acquired
in 2007 in 2002
Acquired
in 1998
Acquired
Acquired in 1977
Acquired
in 2004 in 1985
Acquired
Acquired
in 1973
in 1986
Acquired
“An alliance with a powerful
in 1988
person is never safe.” Phaedrus
(Roman fabuliste, 15-50 B.C.)
21
22. WATERS’ BUSINESS IN EGYPT
MARKETSHARE
Schweppes Siwa Nahl
4% 3% Safi 1%
1%
Aqua
Hayat 5%
Aquafina
5% 26%
Baraka
Baraka 12% Dasani
+ 25%
Nestle Nestle
30 % 18%
24. Top 10 M&A deals worldwide by value
(in mil. USD) from 2000 to 2010
Transaction
value (in mil.
Rank Year Purchaser Purchased USD)
Fusion: America Online
1 2000 Inc. (AOL) Time Warner 164,747
SmithKline
2 2000 Glaxo Wellcome Plc. Beecham Plc. 75,961
Royal Dutch Petroleum Shell Transport &
3 2004 Co. Trading Co 74,559
4 2006 AT&T Inc. BellSouth Corporation 72,671
AT&T Broadband &
5 2001 Comcast Corporation Internet Svcs 72,041
6 2009 Pfizer Inc. Wyeth 68,000
Spin-off: Nortel
7 2000 Networks Corporation 59,974
8 2002 Pfizer Inc. Pharmacia Corporation 59,515
JP Morgan Chase &
9 2004 Co Banc One Corp 58,761
Anheuser-Busch
10 2008 Inbev Inc. Companies, Inc 52,000
TABLE INSTITUTE OF MERGERS, ACQUISITIONS AND
ALLIANCES
25. Licensing
“The granting of permission to
use intellectual property rights, such
as trademarks, patents, or technology,
under defined conditions. Licensing, in the
business world, is a contractual agreement
to use a brand name, patent or property that
is owned by another business entity ”. -
(investorwords.com, 2009)
.
26. Franchising
“A business arrangement which permits for
the reputation, (goodwill) breakthrough,
scientific experience and technology of the
innovator (franchisor) to be blended with
the energy, industry and finance of another
party (franchisee) to conduct the commerce
of supplying and selling of products and
services”. - (Wipo.int, 2011)
5
28. Bibliography
• 1000ventures. (2010). Joint Venture. Retrieved October 8, 2011, from http://www.1000ventures.com/business_guide/jv_main.html
• 1000ventures.com. (2011). Strategic Alliances "Why and How To Build Them". Retrieved Oct 8, 2011, from
http://www.1000ventures.com/business_guide/strategic_alliances_main.html
• Answers.com. (1996). strategic-alliance. Retrieved Oct 2011, from http://www.answers.com/topic/strategic-alliance
• chaurasiya, K. (2010). advantages and disadvantages of acquisition. Retrieved 2011, from businessofaccouting.com:
http://businessofaccouting.blogspot.com/2010/04/advantages-and-disadvantages-of.html
• Cheryl Munson, eHow Contributor. (2011). Definition-licensing-franchising. Retrieved Oct 2011, from
http://www.ehow.com/about_6068927_definition-licensing-franchising.html
• Evancarmichael.com. (2011). Franchising--Licensing---What-exactly-are-they--and-why-are-more-and-more-people-looking-at-this-option.
Retrieved Oct 2011, from http://www.evancarmichael.com/Branding/508/Franchising--Licensing---What-exactly-are-they--and-why-are-
more-and-more-people-looking-at-this-option.html
• Hoffman, I. (2007). strategic. Retrieved October 8, 2011, from http://www.ivanhoffman.com/strategic.html
• Institute of Mergers, Acquisitions and Alliances. (2008). statistics-mergers-acquisitions. Retrieved Oct 17, 2011, from http://www.imaa-
institute.org/statistics-mergers-acquisitions.html#TopMergersAcquisitions_Worldwide
• Investopedia.com. (2010). Merger. Retrieved Oct 17, 2011, from http://www.investopedia.com/terms/m/merger.asp#ixzz1b25GYRMl
• investorwords.com. (2009). licensing. Retrieved Oct 9, 2011, from http://www.investorwords.com/2799/licensing.html#ixzz1b2P5Mohe
• Lenin. (2009, Nov 19). Partnership and Types of Partnerships. Retrieved Oct 8, 2011, from
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