From automakers to apparel brands to CPG giants, more and more big companies are courting startup companies in the hopes of getting the inside track on a new innovation in their field or simply a fast pipeline to new ideas in digital technology.
Over the past decade, owners who have sold teams saw their val- ues increase by between 7 and 11 percent annually, depending on the league, according to Scott Milleisen, head of JPMorgan Chase’s Private Bank Sports Finance Unit. Much of the growth resulted from richer media-rights agreements in recent years, he adds.
Some CEOs buy a team to fulfill a life-long fantasy. Others do it to run a different kind of business. Some want to bring a team to their city and others to keep one from moving away. Meet some of the business chiefs who have become team owners.
Despite the mountain of data that shows that cultural missteps often derail mergers many leaders seem more intent on getting a deal done versus getting it done right. Here are three proven steps that help CEOs secure a better outcome.
How does one define M&A success? Chief Executive reached out to two respected corporate performance consultancies—EVA Dimensions and Applied Finance Group—and put the question to them.
What is it that separates winners from losers in M&A transactions? To get a grip on the answer, Chief Executive turned to some of the world’s top dealmakers.
For our November/December 2011 issue, former CEO and chairman of Procter & Gamble A.G. Lafley tells Chief Executive about an acquisition gone wrong.
While every merger or acquisition is to some degree unique, there are lessons to be drawn from past M&A transactions—both triumphs and failures.
Many CEOs focus on the present: how they can add value to their company today and in the future. So, why would a CEO want to focus on leaving the company? The topic of succession is difficult (and perhaps emotional), but it is an important one. Here are eight reasons that you need to look to the future. The first? The chances of selling an illiquid business are less than 5 percent.
Why do 75 to 80 percent of mergers and acquisitions fail to meet financial projections or return on shareholder value? Companies ignore the necessity of culture fit when combining workforces. An enormous amount of money is being lost; here's how to capture it.