Most acquisitions fail to increase shareholder value. Harding and Rovit assert that often the case for acquiring is deeply flawed from the start. They advise that a company’s rigorous understanding of its basis of competition can improve their approach to the deal-making process. We outline their thinking here.
The BCG Growth-Share matrix presents a way of analysing an organisation’s business and/or product portfolio to decide where to invest. Here we explain the matrix and how it can be used to make informed strategic choices.
A review of Rumelt’s landmark article, 'The Evaluation of Business Strategy', where he proposes four key tests of business strategy: consonance, consistency, advantage and feasibility.
A range of tools are available to help organisations assess strategic options. We explore some of the most widely used tools here.
Strategic analysis and choice are of little value to an organisation unless the strategies are capable of being implemented. We outline the key strategic tests of suitability, feasibility and acceptability here.
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