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The contemporary business environment has been highly complex and dynamic with organizations facing unprecedented amount of competition due to globalization and technological innovations. Merger and acquisition is one of the most popular organization strategy that organizations apply when faced with this kind of operating environment acquiring resources, skills, and competencies beyond their organization control. Many studies have been done to support implementation of M&As within organizations but they have indicated conflicting outcomes with some showing that it negatively affect organization performance and others indicating they positively affect performance. However, none of the studies done has concentrated on the effect within the privately traded organizations and very few but conflicting studies have been done on this relationship in Kenya. This study therefore sought to assess the effects of merger and acquisition on the performance of privately trading organizations in Kenya. The study was grounded upon the efficiency theory, the market power theory, and economic production theory. Reviewed literature revealed existing gaps related to the literature. The study adopted descriptive research design on short run data collected at UAP Insurance within the pre-merger (2012-2014) and post-merger (2015-2017) periods for various performance statistics, where descriptive analysis was applied to assess the differences and independent sample t-test. The study found that M&A affects the net profit margin, Return on Assets, Return on Equity, and earnings per share with all these performance indicators showing that the post-merger period had poorer performance than the pre-merger period. The study further observed that the M&A implementation caused serious disruptions in the operating environment and organization culture of the organization, which was bound to have negative implications on organization performance, employees and shareholders. The study recommends that organizations should avoid M&A strategy unless their current assets are able to fund their current liabilities beyond the short run period, as the declined performance was linked to the disruptions experienced from M&A implementations. The study also recommends that M&A intended changes should occur sequentially to cushion the organization internal operations from the disruptions due to the changes. Study suggests further studies assessing the long term impact of M&A on organization performance.Short Term Performance Implications of Privately Quoted Companies After the A...
Short Term Performance Implications of Privately Quoted Companies After the A...International Journal of Economics and Financial Research
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The contemporary business environment has been highly complex and dynamic with organizations facing unprecedented amount of competition due to globalization and technological innovations. Merger and acquisition is one of the most popular organization strategy that organizations apply when faced with this kind of operating environment acquiring resources, skills, and competencies beyond their organization control. Many studies have been done to support implementation of M&As within organizations but they have indicated conflicting outcomes with some showing that it negatively affect organization performance and others indicating they positively affect performance. However, none of the studies done has concentrated on the effect within the privately traded organizations and very few but conflicting studies have been done on this relationship in Kenya. This study therefore sought to assess the effects of merger and acquisition on the performance of privately trading organizations in Kenya. The study was grounded upon the efficiency theory, the market power theory, and economic production theory. Reviewed literature revealed existing gaps related to the literature. The study adopted descriptive research design on short run data collected at UAP Insurance within the pre-merger (2012-2014) and post-merger (2015-2017) periods for various performance statistics, where descriptive analysis was applied to assess the differences and independent sample t-test. The study found that M&A affects the net profit margin, Return on Assets, Return on Equity, and earnings per share with all these performance indicators showing that the post-merger period had poorer performance than the pre-merger period. The study further observed that the M&A implementation caused serious disruptions in the operating environment and organization culture of the organization, which was bound to have negative implications on organization performance, employees and shareholders. The study recommends that organizations should avoid M&A strategy unless their current assets are able to fund their current liabilities beyond the short run period, as the declined performance was linked to the disruptions experienced from M&A implementations. The study also recommends that M&A intended changes should occur sequentially to cushion the organization internal operations from the disruptions due to the changes. Study suggests further studies assessing the long term impact of M&A on organization performance.Short Term Performance Implications of Privately Quoted Companies After the A...
Short Term Performance Implications of Privately Quoted Companies After the A...International Journal of Economics and Financial Research
Strategic Product Management - GE-McKinsey Matrix12 Strategic Product Management - GE-McKinsey Matrix
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In this presentation, we delve into the power of AI in revolutionizing sales and marketing, with a focus on lead generation and cost optimization. As the search landscape evolves, the future of Google driving high volumes of website traffic is uncertain with the rise of LLMs, making AI's role even more significant. While only 3.7% of Canadian businesses have deployed AI, its adoption is critical for staying competitive. We'll discuss a step-by-step approach to AI integration, highlighting essential tools and the importance of proper training. From lead processing to content creation, AI emerges as a game-changer, significantly improving efficiency and quality. The core message is clear: AI is no longer an option but a component for modern marketing success, transforming how we approach sales and marketing. By carefully planning the steps, leveraging the right tools, and investing in training, businesses can harness AI's transformative power and gain a competitive edge.
Key Takeaways:
AI changes everything. AI is revolutionizing lead generation and cost savings in sales and marketing operations.
The rise of large language models (LLMs) is challenging Google's dominance in driving website traffic, making AI adoption even more crucial.
Despite the low adoption rate (only 3.7% of Canadian businesses using AI), integrating AI is critical for staying competitive.
A step-by-step approach is needed for successful AI integration, along with leveraging the right tools and providing proper training.AI is a game-changer for lead generation, content creation, and overall process efficiency and quality improvement.AI is no longer an optional tool but a fundamental component for modern marketing success.
Careful planning, using the right AI tools, and investing in training can help businesses harness AI's transformative power and gain a competitive edge.Driving AI Competency - Key Considerations for B2B Marketers - Rosemary Brisco
Driving AI Competency - Key Considerations for B2B Marketers - Rosemary BriscoDigiMarCon - Digital Marketing, Media and Advertising Conferences & Exhibitions
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In this presentation, we delve into the power of AI in revolutionizing sales and marketing, with a focus on lead generation and cost optimization. As the search landscape evolves, the future of Google driving high volumes of website traffic is uncertain with the rise of LLMs, making AI's role even more significant. While only 3.7% of Canadian businesses have deployed AI, its adoption is critical for staying competitive. We'll discuss a step-by-step approach to AI integration, highlighting essential tools and the importance of proper training. From lead processing to content creation, AI emerges as a game-changer, significantly improving efficiency and quality. The core message is clear: AI is no longer an option but a component for modern marketing success, transforming how we approach sales and marketing. By carefully planning the steps, leveraging the right tools, and investing in training, businesses can harness AI's transformative power and gain a competitive edge.
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marketing 1.pptx
- 1. Sony's revenue worldwide by segment fiscal years 2012 to 2021 1. Organizational Life cycle Theory 2. Elaboration likelihood theory 3. Commitment and consistency Theory 4. Theory of reasoned action 5. Open systems theory
- 2. The GE matrix was developed by Mckinsey and Company consultancy group in the 1970s. The nine cell grid measures business unit strength against industry attractiveness and this is the key difference. Whereas BCG is limited to products, business units can be products, whole product lines, a service or even a brand. Company can plot these chosen units on the grid and this will help Company to determine which strategy to apply
- 4. According to Adizes, generally, there are five stages to an organization's life cycle:
- 5. Industry Attractiveness: Factors Company could choose to base this on include: Market size Market growth Pestel factors Political Economical Social Technological Environmental Legal Porters five forces Competitive rivalry Buyer power Supplier power Threat of new entrants Threat of substitution