Many companies nowadays are finding it very difficult to grow for many reasons. These could be external market pressures or even internal problems, such as a lack of strategy. Often,companies look at partnerships, mergers and acquisitions, to boost sales, profits and in the end stock prices. Acording to research conducted by Jeffrey Dyer, Prashant Kale, and Harbir Singh, in Top Line Growth, often overlooked data about aquisitions and alliances points out simply that most of them fail. They either don't add value to a company, or they destroy shareholder value. Share prices often drop soon after the company announces they are acquiring or merging. The target company often gets the spoils, with an average 30% share price increase. All data points to the acquiring firm losing money.
Another sobering statistic, points to the fact that 40-55% of alliances fail prematurely, doing financial damage to both parties. 48% of them end in failure in less than 24 months.
Many managers talk about mergers and acquisitions as though they are the same thing. Few managers look at them as separate strategies. In essence, they don't compare the pros and cons of each strategy before selecting one. They often buy companies that should have been allied with, and ally with companies they should have bought causing all kinds of problems.
Acquisitions by nature are competitive, based on share prices, and inherently risky; alliances are cooperative negotiated, and seemingly not as risky. Managers of firms often use acquisitions to increase sales or cut costs. Often partnerships are used to enter new markets or regions.
Also, if a company happens to be successful at a merger or an acquisition, it might be inclined to think that it is inherently good at them, and continue to choose one over the other based on its successful experiences.In other, often larger companies, the problems with this are more sinister. Many companies have an M&A division, that reports directly to a finance head, and handles acquisitions. A totally separate division, often headed up by a business development person or VP, handles partnerships. The two teams usually work in different locations and often compete with each other on performance and "turf". This competition often prevents companies from objectively comparing the two strategies effectively.
So what are some solutions to this common dilemma?
For starters, it is wise for managers and executives to look at 3 different factors before picking a collaboration option.
1. The resources and synergies they want
2. The market they compete in
3. Their competencies at collaborating together on something
Companies have to develop the ability to successfully pull off acquisitions AND alliances if they want to grow through either of these means going forward. Knowing when to use each strategy is perhaps more important than knowing how to execute them.
The Resources and Synergies Desired
Firms team up to profit from the synergies created from their combined resources. Resources include:
human resources (soft resources)
intangibles (brands and IP)
technological resources (patents)
physical resources (hard resources)
financial resources (cold hard cash)
Synergies- companies can create 3 different kinds of synergies by combining resources. These combination's are called interdependencies. These require different levels of coordination and collaboration.
1. Modular Synergy- when companies manage resources independently, and pool only the results, for increased profits. We call them modular because modularly independent resources generate them. Hotels and airlines teaming up is one example. If the hotel offers airline miles to customers for flying on their partner airline.They both benefit.
Non-equity alliances are best suited to creating modular synergies.
2. Sequential Synergies- when one company completes its part of the deal/collaboration and passes the work on to its partner to complete.Resources of the two companies are sequentially interdependent. In this case companies have to customize resources to some extent if they want hand-offs between the organizations to go smoothly. Some ways to do this is through iron clad contracts that are carefully tailored for the deal, or the better way, might be to enter into an equity based alliance.
3. Reciprocal Synergies- working closely together and executing tasks and sharing knowledge. Companies in this case have to combine heavily customized resources in order for this to work. In this case, acquisitions are usually better than alliances.
Types of Resources
Companies have to look and see if they have to create the synergies they want by combining their hard resources (factories) or soft resources (people). When synergizing hard assets, acquisitions are usually a better option. Hard assets are always easier to value, its very black and white. Companies can work together very quickly with hard assets.
If companies plan to work together using soft assets, its better not to use acquisitions. You will usually run into all kinds of employee problems. Anything from employees becoming unproductive to just outright walking out the door. Companies that engage in acquisitions based on soft assets usually lose more money over a 3 year period than those that engage in hard asset acquisitions. Equity alliances are usually a better bet for soft assets collaborations. The reason is the firms can control the actions of partners better, monitor performance, and align the interests of the two companies. It also avoids people walking out the door in droves. Firms also find it easier if they can get their partners to sell shares to their key employees, then everyone is on board.
Redundant Resources- executives have to look at the amount of redundant resources and figure out ways to minimize or get rid of them entirely. Managers can either use the extra resources to produce an economy of scale, or cut costs by getting rid of those resources. If you are looking at a large amount of redundant resources, and acquisition or merger is a better option. This gives you complete control over the decision making required to get rid of redundant resources.

External factors have to be taken into account before a strategic decision can be made, or the firm could later fall victim to market forces later. Consider market uncertainty and competition in making your decisions. Collaborations are risky, but in a fast changing market they can become very uncertain.
Risk exists when a firm can assess the probability distribution of future profit. The wider the distribution, the higher the risk.
Uncertainty exists when it is not possible to assess future payoffs.
Before entering into a merger, partnership or acquisition, you need to break down and eliminate any uncertainty.
Eliminate uncertainty associated with the technology or product you are discussing with a potential partner:
Is it a superior product?
Will the technology work?
Will consumers use it?
How long till it gets widespread acceptance?
Based on your answers you can see if the uncertainty level is high, med, or low.
If uncertainty is high- enter into an Equity or Non-Equity Alliance rather than acquisition.
An alliance will limit a firms exposure and require less money and time than an acquisition. If the partnership is showing results later, it can invest more, if not it can withdraw.
CompetitionCheck to see if you have rivals for potential partners before pursuing a deal. Sometimes you have no choice but to buy a firm to preempt the rivals. But overall avoid taking over firms when things are uncertain, instead, you could negotiate an alliance that will let you grab a majority stake in the future, after things become more certain.
Collaboration AbilitiesDevelop an ability to manage acquisitions and partnerships. Make them one of your core competencies. Many companies have special teams just for M&A, and as we have seen, if this blinds a company from making the right choices then this is of little use, or possible detriment. But if managed and utilized properly, it can be of great benefit, these teams can:
- create repositories of knowledge and processes to ID targets, and bid on or negotiate with potential partners and take over targets.
- handle fiduciary and problems that can arise after the deal is done
- create templates to help execs manage acquisition or alliance related tasks
- develop formal and informal training programs
It is important not to get too specialized and stick to strategies just because you are used to them. Develop skills to handle both alliances and acquisitions, and know
when to use each strategy.
References
Dyer, Jeffrey H., Prashant, Kale, Habir, Singh (2004)
When to Ally & When to Aquire, Top Line Growth, July-August edition
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