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Business Growth – When To Ally And When To Acquire

At the heart of your business strategy is a dilemma, wrapped in a problem, inside a challenge. As companies find it increasingly difficult to achieve and sustain growth, they have relied on acquisitions and alliances to boost sales, earnings and, most importantly, stock prices. This is more evident in developed countries. American companies, for example, created a titanic wave of acquisitions and alliances by announcing 74,000 acquisitions and 57,000 alliances from 1996 to 2001. In those six years, CEOs signed, roughly, an acquisition and partnership every hour every day and drove up the combined price of the acquisition. worth 12 trillion dollars. The pace of collaboration has since slowed. US companies made just 7,795 acquisitions and 5,048 alliances in 2002 compared to 12,460 and 10,349, respectively, in 2000, according to Thomson Financial data. But as businesses prepare for greater growth, collaboration is once again high on the priority lists. In fact, companies closed more acquisitions (8,385) and alliance deals (5,789) in 2003 than the previous year.

There is a problem, however, and he refuses to leave. Most acquisitions and alliances fail. A few may be successful, but acquisitions, on average, destroy or add no shareholder value, and alliances generally create very little shareholder wealth. The company’s stock prices fell 0.34% to 1% in the ten days following the announcement of the acquisitions, according to three recent studies by the Strategic Management Journal. (Target companies’ stock prices rise 30% on average, implying that their shareholders walk away with most of the value.) Unlike wines, acquisitions don’t improve over time. According to a study published in the Journal of Finance, acquiring companies experience a 10% loss in wealth over five years after the merger is completed. To add to the woes of CEOs, research suggests that 40-55% of alliances break down prematurely and inflict financial damage on both partners. When we analyzed 1,592 alliances that 200 American companies formed between 1993 and 1997, we also found that 48% failed within 24 months. The evidence abounds: whether it’s the DaimlerChrysler merger or the Disney and Pixar alliance, collaborations often make headlines for the wrong reasons. Obviously, companies still don’t support acquisitions or alliances very well.

What are we missing? For more than three decades, scholars and consultants have studied acquisitions and alliances and written more tomes on these topics than on virtually any other topic. They’ve applied everything from game theory to behavioral science to help companies “master” acquisitions and “win” in alliances. They worshiped the altars of companies that have succeeded in the acquisition or wandering alliance.

Surprisingly, although executives instinctively talk about acquisitions and alliances in the same breath, few treat them as alternative mechanisms by which companies can achieve their goals. We have studied acquisitions and alliances for 20 years and have followed many over time, from announcement to merger or cancellation.

“When to Partner and When to Acquire,” Jeffrey H. Dyer, Prashant Kale, and Harbir Singh, Harvard Business Review, August 2004. Visit CJPS-Enterprises for more information.

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