Strategic Corporate Alliances: A Study of the Present, a Model for the Future

Table of contents

• Title Page iii
• CONTENTS vii
• Figures ix
• INTRODUCTION xi
• Notes xx
• Part I - The Failure of Alliance, Merger, and Acquisition Strategies 1
• 1 - Economic Effects 3
• Notes 14
• 2 - Financial Performance 15
• Notes 30
• Part II - Alliances 31
• 4 - A Failed Alliance: Pacific Telesis-Kaiser Engineers 39
• Notes 55
• 5 - A Sucessful Alliance: Bechtel-Epri-U. S. Department of Defense 57
• Notes 68
• Part III - Mergers 71
• 6 - Management Strategies for Mergers 73
• 7 - A Failed Merger: MoËt-Hennessy-Louis Vuitton 81
• Notes 99
• 8 - A Succesful Merger: Informix Software-Innovative Software 101
• Notes 113
• Part IV - Acquisitions 115
• 9 - Management Strategies for Acquisitions 117
• 10 - A Failed Acquisition: Bank America Charles Schwab & Company 131
• Notes 143
• 11 - A Succesful Acquisition: Consolidated Freightways-Emery Air Freight Corporation 145
• Notes 155
• Part V - Towards Strategic Alliances 157
• 12 - Selection Strategies 159
• Notes 167
• 13 - Market Area Planning 169
• 14 - A Model for the Future: Vulcan Materials and Calica 185
• Summary 197
• SELECT BIBLIOGRAPHY 201
• INDEX 205
• About the Authors 213

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