Search Results - person:"Rovit, Sam"

Mastering the merger : four critical decisions that make or break the deal

Harding, David (contributor); Rovit, Sam (contributor) - 2004

Persistent link: https://www.econbiz.de/10004240014

Rovit, Sam; Harding, David; Lemire, Catherine - In: Strategy & Leadership 32 (2004) 5, pp. 18-24

To discern what makes some acquirers more successful than others, Bain & Co. performed a 15‐year longitudinal study of 1,600+ companies in the US, the UK, France, Germany, Italy and Japan doing 11,000+ deals plus interviews with senior executives. Bain’s analysis of the companies that...

Persistent link: https://www.econbiz.de/10015016454

Mastering the merger : four critical decisions that make or break the deal

Harding, David; Rovit, Sam - 2004

Persistent link: https://www.econbiz.de/10001945375

IN PRACTICE - Integrate Where It Matters - Many merging companies make the mistake of trying to integrate in too many ways, and much too soon. In a number of cases, a more selective, deliberate approach to integration often can be the best way to realize the deal's anticipated value.

Vestring, Till; Rouse, Ted; Rovit, Sam - In: MIT sloan management review 46 (2004) 1, pp. 15-18

Persistent link: https://www.econbiz.de/10006241964

BEST PRACTICE - Building Deals on Bedrock - If you think the main purpose of mergers and acquisitions is to grow big fast, think again. Fifteen years of data and experience show that deals work under only two circumstances: When they help your company do what it does best or when they help it evolve, as the basis of competition in your industry shifts.

Harding, David; Rovit, Sam - In: Harvard business review : HBR (2004), pp. 121-130

Persistent link: https://www.econbiz.de/10005925333

APPLYING THEORY TO PRACTICE - Beating the odds: A blueprint for successful merger integration

Carr, Richard; Elton, Graham; Rovit, Sam; Vestring, Till - In: The European business journal 16 (2004) 4, pp. 161-166

Persistent link: https://www.econbiz.de/10007099380

A simple M&A model for all seasons

Rovit, Sam; Harding, David; Lemire, Catherine - In: Planning review : a publ. of The Planning Forum, The … 32 (2004) 5, pp. 18-24

Persistent link: https://www.econbiz.de/10007787583

Achieving an M&A’s strategic goals at maximum speed for maximum value

Gadiesh, Orit; Ormiston, Charles; Rovit, Sam - In: Strategy & Leadership 31 (2003) 3, pp. 35-41

When merging two companies, after the deal is signed the CEO faces few challenges more risky than integrating the businesses to capture maximum value. Speed is essential to successful merger integration. But it is not everything. Only 25 to 50 percent of deals create shareholder value. This is...

Persistent link: https://www.econbiz.de/10015016413

Achieving an M& A's strategic goals at maximum speed for maximum value

Gadiesh, Orit; Ormiston, Charles; Rovit, Sam - In: Planning review : a publ. of The Planning Forum, The … 31 (2003) 3, pp. 35-41

Persistent link: https://www.econbiz.de/10006613320

GUEST ARTICLES - Turning Deal Smarts Into M& A Payoffs

Rovit, Sam; Harding, David; Lemire, Catherine - In: Mergers & acquisitions 38 (2003) 9, pp. 22-29

Persistent link: https://www.econbiz.de/10006252829