Mastering the Acquirer's Innovation Dilemma :

Acquisitions are increasingly used to source capabilities, but often without success. Based on best practices from companies such as IBM, GE and Intel, the book outlines the key factors impacting innovativeness post acquisition. These underpin a strategic acquisition and integration management concept. The author provides tools to support managers in their selection of the appropriate target, conducting a technology due diligence, and in choosing and managing the right integration approach.

Valeric Bannert-Thurner is Director for Marketing and Business Development at a high-tech company in California.

List of Figures

xi

List of Best Practices

xv

List of Abbreviations

xvi

Preface

xix

Introduction

1

(12)

Relevance of the Topic -- Acquisitions in Innovation-driven Industries

1

(4)

Acquisition Performance from a Technology-based Perspective

5

(2)

Call from Practice -- Mastering the Innovation Dilemma

7

(2)

Objectives, Research Approach and Content of the Book

9

(4)

Technology, Innovation and their Management

13

(15)

Terms and Definitions: Technology-based Value Creation

13

(4)

Technology Management

17

(9)

Integrated technology management

17

(1)

Basic elements of the integrated technology management

18

(5)

Main tasks of the integrated technology management

23

(3)

Innovation Management

26

(1)

Conclusion

27

(1)

Introduction to Corporate Acquisitions

28

(4)

Terms and Definitions: Corporate Acquisitions

28

(1)

Acquisition Types

29

(1)

Acquisitions as a Means of Value Creation

30

(1)

Acquisitions as a Business Strategic Path

30

(1)

Conclusion

31

(1)

Case Studies from Reality: Technology-based Value Creation in Real-Life Acquisitions

32

(68)

Theoretical Model to Investigate Technology-based Value Creation

33

(1)

Selection of the Case Studies and Data Collection

34

(3)

Cases from Reality

37

(62)

Case 1: Hilti-Ammann Lasertechnik acquisition

37

(9)

Case 2: Fillpack-Aseptofill acquisition

46

(11)

Case 3: Phonak-Unitron acquisition

57

(12)

Case 4: Unaxis-Plasma-Therm acquisition

69

(17)

Case 5: Starrag-Heckert acquisition

86

(13)

Conclusion on Cases from Reality

99

(1)

Model of Reality: A New Understanding of Technology-based Value Creation in Corporate Acquisitions

100

(37)

Technology-based Value Creation -- Quick gains and Long-term Success

101

(3)

Innovation and resource deployment

101

(1)

Quick gains and long-term successes

102

(2)

Acquisition Type -- Indeed not all M&As are Alike -- and that matters

104

(9)

Acquisition characteristics

105

(5)

Acquisition types and strategies

110

(3)

Initial Conditions -- Necessary, However Insufficient, Conditions

113

(12)

Technology-based value creation potential

113

(6)

Acquisition capability

119

(2)

Strategic fit

121

(2)

Contextual fit

123

(2)

Strategy Processes -- The Appropriate Acquisition and Integration Processes

125

(10)

The impact of the acquisition process on technology-based value creation

126

(3)

The impact of the integration process on technology-based value creation

129

(6)

External Developments

135

(1)

Conclusion from the New Understanding

136

(1)

Technology-based Strategic Acquisition and Integration Management

137

(100)

Developing the Concept

138

(1)

Overview of the Concept

139

(6)

Phases of the technology-based acquisition and integration management

139

(2)

Layers of the technology-based acquisition and integration management

141

(4)

Technology-based strategic acquisition and integration management on the normative, strategic and operational level

145

(1)

Integrating the technology and innovation management into the AIM

145

(1)

The Detailed Concept

145

(89)

Strategic planning

148

(6)

Company screening

154

(12)

Acquisition and integration strategy development

166

(36)

Due diligence

202

(18)

Integration planning

220

(8)

Strategy implementation

228

(6)

Conclusion from Technology-based Strategic Acquisition and Integration Management

234

(3)

Management Principles

237

(6)

Management Principles for a New Understanding

237

(2)

Management Principle 1: Wheel of technology-based value creation

237

(1)

Management Principle 2: Innovativeness cannot be bought

238

(1)

Management Principle 3: Willingness to change as key initial condition

238

(1)

Management Principle 4: Creative destruction of innovation context

239

(1)

Management Principles for a New Concept

239

(2)

Management Principle 5: Technology concerns as basic fundamental

239

(1)

Management Principle 6: Holistic, systemic and integrative concept

240

(1)

Management Principle 7: Prospective perspective

240

(1)

Management Principles for Implementation

241

(2)

Management Principle 8: Implementation requires a new awareness of acquisitions

241

(1)

Management Principle 9: Implementation requires a new awareness of technology and innovation

241

(1)

Management Principle 10: Implementation requires critical self reflection

242

(1)

Appendix A -- Value Creation in Corporate Acquisitions

243

(8)

Appendix B -- Checklist: Technology Due Diligence

251

(6)

Notes

257

(10)

Bibliography

267

(14)

Index

281

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Mastering the Acquirer's Innovation Dilemma : Knowledge Sourcing Through Corporate Acquisitions

Summary

Author Biography

Table of Contents

Supplemental Materials

FREE SHIPPING

Rent More, Save More! Use code: BBRENTAL

5% off 1 book, 7% off 2 books, 10% off 3+ books

Mastering the Acquirer's Innovation Dilemma : Knowledge Sourcing Through Corporate Acquisitions

Summary

Author Biography

Table of Contents

Supplemental Materials

Digital License