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Concept Strategic Management

   

Added on  2021-04-21

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Running Head: Strategic Management 1Concept of Merger and Acquisition
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Strategic Management 2Executive Summary Strategic management is important for the enterprises in order to achieve success andgrowth in the operating market. It is not easy for the companies to operate in the new market so;there are various strategic concepts that help the business to deal with the challenges in themarket. In order to operate successfully in the market, there is the need to adopt some effectivestrategies by the companies. This report will identify one of the strategic concepts in strategicmanagement. For the discussion, the concept ‘merger and acquisition’ is selected. Merger andacquisition is a new step form a new company by combining two companies due to globalrecession. This is also beneficial to shareholders and investors of both the companies. The reportwill examine the concept and provide the arguments from its creation. This part includes sixwaves with the evolution of the concept of merger and acquisition. Along with this, the reportwill also explain the factors by which this concept is fit in the strategic management. In secondpart, a real life case of the concept will be discussed with the support of theories and models. Theobjective of the case is to analyze the importance of role of that strategic management concept inthe business operations.
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Strategic Management 3ContentsPart 1................................................................................................................................................4Concept of strategic management: Merger and acquisition.........................................................4Definition of merger and acquisition...........................................................................................4Starting of M&A..........................................................................................................................5Arguments for the creation of M&A............................................................................................7Arguments in favor......................................................................................................................9Arguments in against.................................................................................................................10Strategic fit.....................................................................................................................................11Part two..........................................................................................................................................12Dell-EMC merger..........................................................................................................................12Vision for the future...................................................................................................................13Theories applied in merger............................................................................................................13Benefits of merger.........................................................................................................................14Opportunities for the customers.................................................................................................15Challenges in the merger...............................................................................................................15References......................................................................................................................................17List of FiguresFigure 1: Types of Mergers.............................................................................................................4
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Strategic Management 4Part 1 Concept of strategic management: Merger and acquisition The strategic management has important role in identifying various needs of anorganization. It basically includes of setting the organizational objectives and analyzing internaland external factors that impact on the business activities of the organization. In current time,setting objectives, selecting and implementing strategies are the most vital activities for everyorganization. The strategic management is helpful for the organizations in improving itseffectiveness as it aligns the priorities with the shareholders, market conditions and potential ofcorporate. This report focuses on a concept of strategic management and use of that concept incurrent business operations in order to deal with various business challenges. For the discussion,the concept ‘merger and acquisition’ is selected. M&A is one of the important business activities that attract the attention of everybusiness administrators in the economic conditions. In the high level of competition in themarket, companies have to deal with various challenges while they are trying to get high level ofprofits. Companies cannot achieve high market share and deal with the competition withoutadopting new technology, and human resource especially from M&A activities. It is consideredas the most powerful relationship between two companies. Its operations regularly make theheadlines in the media. The process is perceived as the preferred strategy of most of theorganizations. Basically, M&A is the primary mean of continuous growth and development.These operations have position impact on the organizations, employees, shareholders andconsumers (Angwin, 2012).Definition of merger and acquisitionThe term Merger and Acquisition includes two realities and they have different impacts.The merger operations can be described as the fact that whole assets of one or more than onecompanies can be transferred to another for the distribution of shares of the absorbing company.Further, the term acquisition has broad concept. The process of acquisition includes the transferof property in total or in parts and the selling company continues the operations till end. In thesimple words, M&A can be defined as the transfer of activity between two companies by thetransfer of property. The process of M&A can be characterized based on size of transaction, legal
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