By Andreas Freitag
As a primary step in the direction of making use of firm structure administration (EAM) in Mergers and Acquisitions (M&A), Andreas Freitag investigates the end-to-end applicability of industrial functions within the M&A means of a company client association. companies nonetheless fight to control M&A successfully. an important variety of merger tasks don't succeed in the anticipated targets or fail thoroughly. for that reason, businesses try to enhance their M&A power through constructing the mandatory talents, association, methods and strategies. EAM is an process for company and IT making plans, promising to give a contribution to the luck of industrial transformation demanding situations similar to M&A. company power versions are a vital section of a state-of-the-art EAM strategy. they're often used as a kick off point to paintings collaboratively with company and IT stakeholders.
- Overview on cutting-edge of EA administration within the context of M&A
- A theoretical origin for company capabilities
- Understanding the company customer state of affairs and the company patron M&A process
- Application of commercial services within the M&A process
- Researchers and scholars within the box of industrial transformation, info structures, and informatics
- Practitioners within the box of Business/IT administration, company structure, M&A, and Post-Merger Integration
About the Author
Andreas Freitag accomplished his doctoral thesis on the division of Informatics, Technische Universität München, less than the supervision of Prof. Dr. Florian Matthes.
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Extra info for Applying Business Capabilities in a Corporate Buyer M&A Process
GS09, Ja08, LM02, Wi06b]. M&A can be seen as a generic term for transactions that include the transfer of management and supervisory authority [LM02]. Therefore, it may be applied for mergers and acquisitions as long as the di erences between both do not impede research results. Being aware of M&A being a very broad topic and that there are considerable di erences between mergers and acquisitions, this work does not elaborate on these aspects in detail. As the scope of this work is the applicability of business capability models in a concrete corporate buyer scenario, the focus is laid on providing the foundation to de ne this scenario.
Therefore, required budgets are smaller [CL09, Gu10, HC06] and risk are rather low [JY96]. Absorption implies that business applications of one merging partner are chosen as target application landscape for the merged company. Alternatively, the name \steam-roller" [Ke06] or \complete integration" [Wi06a] is used. 8 IT Integration Strategies 35 According to literature, with an absorption strategy involved e ort is rather limited [JY96, MB07] and implementation of the changes requires a shorter time [BS08, Gu10, JY96, Ke04, MB07, Po01, Wi06a].
Furthermore, the people initially planning the integration may not be available during the integration phase anymore. This especially applies to external advisers and consultants [LM02]. 3 M&A Success Factors Several studies evaluate risks and common pitfalls in order to identify key success factors for M&A planning and PMI projects. Gerds and Schewe, for example, performed a profound study on 45 factors for success of Post Merger Integration [GS09]. g. Jansen [Ja08], Picot [Pi08b], or Wirtz [Wi06b]).
Applying Business Capabilities in a Corporate Buyer M&A Process by Andreas Freitag