Quiz
Lecture 6- Mergers, acquisitions & alliances
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1One strategic method that organisations can pursue or consider is [blank_start]organic development[blank_end]. This is strategy pursued by [blank_start]building[blank_end] on & [blank_start]developing[blank_end] an organisation’s own [blank_start]capabilities[blank_end]
- Aorganic development
- Bbuilding
- Cdeveloping
- Dcapabilities
2One advantage of organic development is [blank_start]knowledge[blank_end] & [blank_start]learning[blank_end] can be enhanced
- Aknowledge
- Blearning
3Another advantage of organic development is spreading [blank_start]investment[blank_end] over time which means it is [blank_start]easier to finance[blank_end]
- Ainvestment
- Beasier to finance
4Third advantage of organic development is no [blank_start]availability[blank_end] constraints so there is no need to search for [blank_start]suitable partners[blank_end] or [blank_start]acquisition targets[blank_end]
- Aavailability
- Bsuitable partners
- Cacquisition targets
5Fourth advantage of organic development is [blank_start]strategic[blank_end] independence so there is less need to make [blank_start]compromises[blank_end] or accept [blank_start]strategic constraints[blank_end]
- Astrategic
- Bcompromises
- Cstrategic constraints
6Fifth advantage of organic development is [blank_start]culture management[blank_end] so [blank_start]new[blank_end] activities with less [blank_start]risk[blank_end] of [blank_start]culture[blank_end] clash
- Aculture management
- Bnew
- Crisk
- Dculture
7[blank_start]Mergers[blank_end] & [blank_start]acquisitions[blank_end] are concerned with [blank_start]combination[blank_end] of [blank_start]two[blank_end] (or [blank_start]more[blank_end]) organisations
- AMergers
- Bacquisitions
- Ccombination
- Dtwo
- Emore
8Merger- [blank_start]Combination[blank_end] of [blank_start]two[blank_end] previously [blank_start]separate[blank_end] organisations in order to form [blank_start]new company[blank_end]
- ACombination
- Btwo
- Cseparate
- Dnew company
9Acquisition is achieved by purchasing [blank_start]majority of shares[blank_end] in target company. Friendly acquisition is where target’s management [blank_start]recommend[blank_end] accepting acquirer’s [blank_start]deal[blank_end]. Hostile acquisition is where [blank_start]target’s[blank_end] management refuse acquirer’s [blank_start]offer[blank_end]
- Amajority of shares
- Brecommend
- Cdeal
- Dtarget’s
- Eoffer
10Motives for mergers & acquisitions can be [blank_start]strategic[blank_end], [blank_start]financial[blank_end] or [blank_start]managerial[blank_end]
- Astrategic
- Bfinancial
- Cmanagerial
11One strategic motive for mergers & acquisitions is [blank_start]extension[blank_end]. This is [blank_start]reach[blank_end] of firm in terms of [blank_start]geography[blank_end], [blank_start]products[blank_end] or [blank_start]markets[blank_end]
- Aextension
- Breach
- Cgeography
- Dproducts
- Emarkets
12Another strategic motive for mergers & acquisitions is [blank_start]consolidation[blank_end]. This is increasing [blank_start]scale[blank_end], [blank_start]efficiency[blank_end] & [blank_start]market power[blank_end]
- Aconsolidation
- Bscale
- Cefficiency
- Dmarket power
13Third strategic motive for mergers & acquisitions is [blank_start]capabilities[blank_end]. This is enhancing [blank_start]technological[blank_end] know-how (or other [blank_start]capabilities[blank_end])
- Acapabilities
- Btechnological
- Ccapabilities
14One financial motive for mergers & acquisitions is [blank_start]financial efficiency[blank_end]. Company with [blank_start]strong[blank_end] balance sheet ([blank_start]cash rich[blank_end]) may acquire/merge with company with [blank_start]weak[blank_end] balance sheet ([blank_start]high debt[blank_end])
- Afinancial efficiency
- Bstrong
- Ccash rich
- Dweak
- Ehigh debt
15Another financial motive for mergers & acquisitions is [blank_start]tax efficiency[blank_end]. This involves [blank_start]reducing[blank_end] combined [blank_start]tax[blank_end] burden
- Atax efficiency
- Breducing
- Ctax
16Third financial motive for mergers & acquisitions is [blank_start]asset stripping[blank_end] or [blank_start]unbundling[blank_end]. This involves [blank_start]selling[blank_end] off bits of acquired company to maximise [blank_start]asset values[blank_end]
- Aasset stripping
- Bunbundling
- Cselling
- Dasset values
17One managerial motive for mergers & acquisitions is [blank_start]personal ambition[blank_end]. [blank_start]Financial[blank_end] incentives tied to short-term [blank_start]growth[blank_end] or [blank_start]share price[blank_end] targets, boosting personal [blank_start]reputations[blank_end] & giving friends & colleagues greater [blank_start]responsibility[blank_end] or better [blank_start]jobs[blank_end] (& therefore helping to strengthen their [blank_start]loyalty[blank_end])
- Apersonal ambition
- BFinancial
- Cgrowth
- Dshare price
- Ereputations
- Fresponsibility
- Gjobs
- Hloyalty
18Another managerial motive for mergers & acquisitions is [blank_start]Bandwagon effects[blank_end]. Managers may be branded as [blank_start]conservative[blank_end] if they don’t follow an M&A trend, shareholder [blank_start]pressure[blank_end] to merge or acquire & company may itself become [blank_start]takeover target[blank_end]
- ABandwagon effects
- Bconservative
- Cpressure
- Dtakeover target
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- O usuário eliminou as informações de disciplina Quiz sobre Lecture 6- Mergers, acquisitions & alliances, criado por Usuário eliminado em 12-07-2021.
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- Criado em 12 jul 2021 · atualizado em 12 jul 2021
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