- Title Pages
- 1 Choosing Marketing Policy in the Short Run
- 2 Choosing Marketing Policy in the Long Run
- 3 What is the Impact on Strategy?
- 4 Should the Firm Pursue Market Share?
- 5 Should the Multiproduct Firm Use the Market Share Metric?
- 6 Pricing New Products: Strategies and Caveats
- 7 Choosing Strategies for New Products Using Market-Level Data
- 8 Choosing Strategies for New Products Using Primary Data
- 9 Bundling
- 10 Channels of Distribution
- 11 How Does Consumer Behavior Affect Marketing Policy?
- 12 Coordinating Advertising Strategy, Branding, and Positioning
- 13 Determining the Advertising Budget
- 14 Measuring Advertising Productivity
- 15 How Should the Firm Compensate Managers to Maximize Performance?
- 16 How Should the Firm Compensate Its Sales Force? The Basic Model
- 17 Model Extensions: How Should the Multiagent/Multiproduct Firm Reward and Measure Sales Force Performance?
- 18 How to Make Marketing Decisions When Competitors React: A Game-Theoretic Approach
- 19 Measuring and Building Brand Equity
- 20 How Marketing Policy Affects Consumer Well-Being and Social Welfare
- 21 Internet Marketing
- 22 Mergers and Acquisitions
- 23 How to Choose Optimal International Marketing Strategies
Mergers and Acquisitions
Mergers and Acquisitions
- (p.505) 22 Mergers and Acquisitions
- Fusion for Profit
Sharan Jagpal (Contributor Webpage)
- Oxford University Press
This chapter shows how the firm can use marketing-finance fusion to evaluate mergers and acquisition strategies. It examines the potential gains from mergers, the history of mergers and acquisitions, the effect of private equity firms and hedge funds on merger activity and merger performance, and the special problems posed by international mergers. In particular, it shows how buying and selling firms can objectively value brands by combining game theory and data from choice-based experiments.
Keywords: acquisitions, customer relationship management, CRM, game theory, hedge funds, international mergers, marketing-finance fusion, mergers, private equity firms, strategic business units, SBUs, tapered vertical integration
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