c# qr code webcam scanner Winning the Merger Endgame in Visual C#

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Winning the Merger Endgame
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The company can become too big to manage as a result of the cumulative effect of so many mergers The CEO achieves a certain degree of fame or notoriety in the business community, usually accompanied by a significant bonus or stock award (hundreds of millions of dollars) The CEO evolves into a one-trick wonder rather than an industry visionary The CEO makes one deal too many or too big or both
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Any of these trends can signal the end of Stage 2 and indicate the need for a new strategy But the complication is that they are often realized simultaneously sometimes with disastrous effects CEOs must read the Endgames tea leaves, heed the Endgames warning signals, and adjust their companies strategy for the realities of Stages 3 and 4 or risk disastrous consequences for their shareholders and their tenure as the organizations leaders
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CEO IMPERATIVES: STAGE 3 THROUGH STAGE 4
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Why did Pepsi offer such a significant acquisition premium for Quaker Oats Gatorade business What was the underlyUnlike the dealmaker skills ing strategic rationale for Philip Morris to underand bold leadership traits required in Stages 1 and 2, take an initial public offering (IPO) of its Kraft the prototypical Stages 3 Foods business unit and contemplate selling its and 4 CEO is a shrewd chess player and portfolio Miller Beer business The answer is the manager Endgames curve Managing Stage 3 and Stage 4 of the Endgames curve requires a particular set of CEO attributes Unlike the dealmaker skills and bold leadership traits required in Stages 1 and 2, the prototypical Stages 3 and 4 CEO is a shrewd chess player and portfolio manager Consider Johnson & Johnson, a leader in the pharmaceutical and health care industry, which is transitioning into Stage 3 Johnson & Johnson has carried out more than 30 acquisitions over the past 10 years, but has always stuck to its core businesses: prescription and over-the-counter pharmaceutical products, medical devices and diagnostics, and consumer and baby products Well-known for being a
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CEO Strategies for Endgames
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decentralized company, J&J empowers each business head to identify and execute acquisitions As a result, J&J has acquired companies across its entire portfolio of businesses; examples include Neutrogena (consumer products), ALZA (pharmaceutical), Centocor (biotechnology), and DePuy (medical devices) While J&J has carried out some big deals over the years (ALZA was the biggest, at almost US$12 billion), the company has stayed away from deals big enough to risk changing its culture or business model In addition, J&J has pursued its acquisition strategy over the tenure of several CEOs, not just one, which has meant that M&A and consolidation have become embedded as an integral part of the company strategy Finally, the Board of Directors reviews J&J s portfolio of businesses on a regular basis to assess whether J&J should shed underperforming businesses and whether J&J as an overall entity is more valuable to shareholders as is or as separate companies In other words, through regular meetings, the Board validates J&J s Endgames strategy Many companies in Endgames Stage 4 industries adopt a strategy of creating spin-off growth businesses from their core business Typically, these spin-off businesses launch new industries or subindustries that are in an earlier Endgames stage and lead to new opportunities for these companies to fuel their future growth PepsiCo is a good example of a Stage 4 company that took advantage of this strategy Faced with the prospects of low growth in its core (Stage 4) soft-drink business, PepsiCo identified two new spin-off industries: the sports drink subindustry and the bottled water subindustry These subindustries were both much less concentrated than the soft drink industry, showing characteristics of Endgames Stage 1 or 2 PepsiCo managers believed that both of these subindustries could provide growth to boost the top line of the overall company They acquired the Gatorade sports drink business from Quaker Oats, paying a significant premium over a competing offer from Coca-Cola, and have since used Gatorade as a focal point for developing their sports drink business Another Stage 4 management strategy is to isolate a Stage 4 business in a portfolio company and use the cash thrown off from it to either
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