David Harding

Sam Rovit

Whether they like it or not, most CEOs recognize that their companies can’t succeed without making acquisitions. It has become virtually impossible, in fact, to create a world-class company through organic growth alone. Most industries grow at a relatively slow pace, but investors expect companies to grow quickly. Not everyone can steal market share, particularly in mature industries. Sooner or later, companies must turn to acquisitions to help fill the gap.

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Reprint: R0409J 

The headlines are filled with the sorry tales of companies like Vivendi and AOL Time Warner that tried to use mergers and acquisitions to grow big fast or transform fundamentally weak business models. But, drawing on extensive data and experience, the authors conclude that major deals make sense in only two circumstances: when they reinforce a company&#8217;s existing basis of competition or when they help a company make the shift, as the industry&#8217;s competitive base changes.
In most stable industries, the authors contend, only one basis&#8212;superior cost position, brand power, consumer loyalty, real-asset advantage, or government protection&#8212;leads to industry leadership, and companies should do only those deals that bolster a strategy to capitalize on that competitive base. That&#8217;s what Kellogg did when it acquired Keebler. Rather than bow to price pressures from lesser players, Kellogg sought to strengthen its existing basis of competition&#8212;its brand&#8212;through Keebler&#8217;s innovative distribution system.
A company coping with a changing industry should embark on a series of acquisitions (most likely coupled with divestitures) aimed at moving the firm to the new competitive basis. That&#8217;s what Comcast did when changes in government regulations fundamentally altered the broadcast industry. In such cases, speed is essential, the investments required are huge, and half-measures can be worse than nothing at all. Still, the research shows, successful acquirers are not those that try to swallow a single, large, supposedly transformative deal but those that go to the M&#038;A table often and take small bites.
Deals can fuel growth&#8212;as long as they&#8217;re anchored in the fundamental way money is made in your industry. Fail to understand that and no amount of integration planning will keep you and your shareholders from bearing the high cost of your mistakes.

Building Deals on Bedrock

Reprint: R0409J The headlines are filled with the sorry tales of companies like Vivendi and AOL Time Warner that tried to use mergers and acquisitions to grow big fast or transform fundamentally weak business models. But, drawing on extensive data and experience, the authors conclude that major deals make sense in only two circumstances: when they reinforce a company’s existing basis of competition or when they help a company make the shift, as the industry’s competitive base changes. In most stable industries, the authors contend, only one basis—superior cost position, brand power, consumer loyalty, real-asset advantage, or government protection—leads to industry leadership, and companies should do only those deals that bolster a strategy to capitalize on that competitive base. That’s what Kellogg did when it acquired Keebler. Rather than bow to price pressures from lesser players, Kellogg sought to strengthen its existing basis of competition—its brand—through Keebler’s innovative distribution system. A company coping with a changing industry should embark on a series of acquisitions (most likely coupled with divestitures) aimed at moving the firm to the new competitive basis. That’s what Comcast did when changes in government regulations fundamentally altered the broadcast industry. In such cases, speed is essential, the investments required are huge, and half-measures can be worse than nothing at all. Still, the research shows, successful acquirers are not those that try to swallow a single, large, supposedly transformative deal but those that go to the M&A table often and take small bites. Deals can fuel growth—as long as they’re anchored in the fundamental way money is made in your industry. Fail to understand that and no amount of integration planning will keep you and your shareholders from bearing the high cost of your mistakes.

Building Deals on Bedrock

Summary.

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