| Autor: |
Foushee, Susan Nolen, Little, Ed, Murphy, Niall, Olive, Amaury Saint, da Shah, Kandarp |
| Předmět: |
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| Zdroj: |
McKinsey Insights; 10/21/2019, pN.PAG-N.PAG, 1p, 2 Color Photographs |
| Abstrakt: |
To explore how inorganic growth can be a platform for success, we studied the M&A records of 119 consumer-goods companies around the world; collectively, they acquired about 1,040 companies during 2013-18.[2] The research identified insights into the companies and deals that have done well in recent years.[3] Thirty percent of the most successful acquirers use a programmatic[4] approach to M&A, compared with 10 percent of the least successful companies. Small consumer-goods brands have exploded recently, helped by venture-capital firms and their astonishing $7.2 billion investment in the past four years. In the US beverage industry, a few national companies have distribution systems that can lift challenger brands (such as craft producers or health and wellness brands) to new levels of growth. We expect that large deals based on cost synergies will become harder to find because of industry consolidation and the efforts that many consumer-goods companies are making to cut costs. [Extracted from the article] |
| Databáze: |
Complementary Index |
| Externí odkaz: |
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