British Journal of Management‚ Vol. 9‚ 91-114 (1998) Attributes of Successful and Unsuccessful Acquisitions of US Firms^ Michael Hitt‚* Jeffrey Harrison‚^ R. Duane Ireland* arid Aleta Best§ *Lowry Mays College of Business Administration‚ Texas A&M University‚ College Station‚ TX 77843-4221‚ •College of Business Administration‚ University of Central Florida‚ Orlando‚ FL 32816‚ ’Hankamer School of Business‚ Baylor University‚ Waco‚ TX 76798-8004‚ and ^College of Business and Industry‚ University
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The Five Drivers of Revenue Growth for Professional Services A Leader’s Guide to Increasing Revenue Mike Schultz‚ Co‐President John Doerr‚ Co‐President Robert Croston‚ Vice President Wellesley Hills Group 600 Worcester Road Framingham‚ MA 01702 www.whillsgroup.com (508) 626‐9991 A Wellesley Hills Group White Paper Table of Contents Part I: The White Paper Growth Opportunities All Around..............................................................................
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fundamental question of strategy is: “How can a firm make long-run profits?” “Raise revenues and reduce costs” is the obvious answer‚ but it avoids the difficult part of the question. Namely‚ given that a firm has specific customers‚ locations‚ and legal/regulatory constraints‚ what can it do to raise revenues? And‚ given that the firm has specific technologies‚ processes‚ and organization‚ what can it do to reduce costs? And finally‚ what can the firm do on either of these fronts that will not be
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whether and why firms that entered China and India succeeded or failed. The most important findings are rather counterintuitive: Smaller firms are more successful than larger firms‚ and firms entering more open emerging markets have less success. Other findings are that success is greater with earlier entry‚ greater control of entry mode‚ and shorter cultural and economic distances between the home and the host countries. Importantly‚ with or without control for these drivers‚ firms have less success
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credit was too great that it lead to firm being unable to meet its obligations. Customers In this market during the difficult economic period the bargaining power of customers in the marker was strong against that of the firms. Ultimately the supply became higher than demand in the market‚ and Hallam’s customers were able to exercise a degree of pressure on the margins they were able and willing to pay on projects. Given the need to maintain cash flow in the firm‚ Hallam had little choice but to accept
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Analysis 1 Why does firm performance differ? Updated: 30 Aug. 2006 ©Scott Gallagher 2004 Internal Analysis Earlier we explained differences in firm performance as being a function of their external environment. However‚ this is only part of the story. Obviously‚ each firm has some unique aspects. Internal analysis is an attempt to explain how and why these internal differences explain differences in firm performance. Resources and Capabilities. Economics generally models firms as generic black boxes
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Internal economies of scale arise when firms increase their scale of production. Hence‚ they incur lower average costs of production‚ either through specialization or other factors. When average costs fall‚ giving the price of the good to be constant‚ profit margins of these firms will be increased. Thus‚ the individual firm benefits from internal economies of scale. External economies of scale arise when all firms in an industry experience decreasing average costs of production‚ which can be
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Strategic competitiveness is a type a strategy that certain firm can plan to achieve their organizational goals even though there are a lot of competitors around them. It can be achieved when a certain company or firm successfully come out with a special ideas or strategy that can allows the firm to create wealth to its organization when it is implemented or in other word‚ implementing value-creating strategy. Usually‚ in implementing strategic competitiveness‚ other companies are unable to duplicate
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current asset ratio along with their acid test ratio from the years 2003 to 2004. The acid test ratio shows whether a firm has enough short terms assets to cover its long-term liabilities without having to sell its stock. The Current Asset Ratio shows that ability for a firm to pay its short-term obligations. With both of these having an increase‚ this is a good thing for each firm in terms of being in a good position to be able to make the profit or have the ability to make a profit. GSK have
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Culture‚ Institutions and International Strategy. For those firms who want to expand their business internationally‚ it is inevitable for them to face the cultural challenge. This article stresses the impact of culture on international operation as well. According to institutional-based view‚ informal and formal institutions have their own way to reduce risk. For informal ones‚ they rely on relational contact which is informal relationship based and personalized exchange. What is more‚ Human capital
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