By Andreas Freitag
As a primary step in the direction of making use of company structure administration (EAM) in Mergers and Acquisitions (M&A), Andreas Freitag investigates the end-to-end applicability of industrial services within the M&A strategy of a company patron association. businesses nonetheless fight to control M&A successfully. an important variety of merger tasks don't achieve the anticipated ambitions or fail thoroughly. for this reason, businesses try to increase their M&A strength through constructing the mandatory abilities, association, approaches 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 resembling M&A. enterprise power types are a necessary portion of a cutting-edge EAM process. they're often used as a place to begin to paintings collaboratively with company and IT stakeholders.
- Overview on state of the art of EA administration within the context of M&A
- A theoretical starting place for enterprise capabilities
- Understanding the company purchaser state of affairs and the company client M&A process
- Application of commercial features within the M&A process
- Researchers and scholars within the box of commercial transformation, details platforms, 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, below the supervision of Prof. Dr. Florian Matthes.
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Extra info for Applying Business Capabilities in a Corporate Buyer M&A Process
Kappelman et al. [Ka08] provide an overview of existing research and practice regarding EA Management and present key functions and bene ts of EA as seen by IT professionals based on the results of a survey. Schelp and Winter [SW09] focus on EA research, especially the research methodologies applied by the respective academic groups forming so-called language communities. Both, Schonherr et al. as well as Schelp and Winter identi ed the need to establish a common terminology in the discipline of EA Management.
The initial appearance of intensive M&A activities began in the end of the 19th century in the USA. Muller-Stewens and Jansen [JB08, LM02, MS00] identi ed six so called \merger waves" during the last century. Each wave was driven by di erent strategic goals, which have been in uenced by those theories for competitive advantage which were accepted at this time. 1 gives an overview on the merger waves, the leading strategy, the resulting integration requirements and an indication about the required level of post merger competence.
As there is no consensus about the end of this sixth wave and current market reports still indicate a high level of activity on the M&A market, it can be assumed that it is still ongoing. 1 The Rationale behind M&A 19 Complementing the view on the past, Jansen [JB08] formulated six trends which characterize today’s M&A transactions. They also help to understand the resulting integration requirements: Size of target enterprise: The size of a target enterprise can be measured in turnover or stock market value.