When Rivals Merge, Think Before You Follow Suit  

Oleh:

Laamanen, Tomi ; Keil, Thomas

Jenis: Article from Bulletin/Magazine - ilmiah internasional
Dalam koleksi: Harvard Business Review bisa di lihat di link (http://web.b.ebscohost.com/ehost/command/detail?sid=f227f0b4-7315-44a4-a7f7-a7cd8cbad80b%40sessionmgr114&vid=12&hid=105&bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d%3d#db=bth&jid=HBR) vol. 89 no. 12 (Dec. 2011), page 25-27.
Topik: Merger; Global Industry; Business Strategy

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Perpustakaan Pusat (Semanggi) Nomor Panggil: HH10.44 Non-tandon: 1 (dapat dipinjam: 0) Tandon: tidak ada

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On October 25, 2005, the Swedish telecommunications equipment maker Ericsson announced the acquisition of key parts of Marconi’s telecom business—thus starting a wave of deals that would reshape the global industry. Many competitors responded to the news by initiating similar moves. Alcatel and Lucent merged in 2006; Nokia and Siemens combined their telecom equipment units the following year. Today Ericsson remains the undisputed market leader. The companies that tried to keep pace by launching mergers of their own not only failed to usurp Ericsson but also found themselves under assault by the only player that abstained from the M&A frenzy: the Chinese company Huawei.

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