In the past ten years, there’s been a good surge in the number of mergers and acquisitions worldwide. This improvement of the number of transactions is included in the the majority of the previous studies but moreover, several studies show that the majority of the mergers and acquisitions fail in the objective of creating value for the shareholders. This failure percentage is the reason that leads us to another research question: why do the majority of mergers and acquisitions fail?
Contents: Why do the majority of merger and acquisitions fail?
1.1 Background of the stud
1.2 Research Question
1.3 Aim of the study
2. THEORY REVIEW
2.1 Concepts related to mergers and acquisitions
2.2 Strategic alliances
2.3 Objectives of merger and acquisitions
2.4 What does failure mean?
2.5 Mergers and acquisitions´ failure costs
2.6 Percentage of failures
2.7 Why do mergers and acquisitions fail?
2.8 Why do some mergers and acquisitions succeed?
2.9 Sources of synergy from M&A
2.10 Why merge or acquire another company if so many deals fail?
2.11 Trends in merger and acquisition activity
2.12 What does the value of a firm mean?
2.13 Methods for valuating projects. Profitability and growth
2.14 How to valuate a company?
2.15 How to pay for the acquisition, cash versus stock trade-offs
2.16 Integrative model of the factors influencing the success or the failure of M&A
2.17 Formulation of propositions
3. SCIENTIFIC APPROACH AND RESEARCH DESIGN
3.1 Why did we choose this topic?
3.2 Deductive theory
3.3 Research design
3.4 Main preoccupations as researchers
3.5 Limits of our study
4. CASE STUDIES: STORA ENSO, QUAKER SNAPPLES, BP AMOCO AND TELIA SONERA
4.1 Stora Enso
4.1.1 Introduction to the forestry industry
4.1.2 Merger background
4.2 Quaker Snapple
4.2.1 Transaction background
Source: Umea University
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