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Managing mergers and acquisitions: Lessons from the consolidation of the medical device and diagnostics industry
Submitted by Visitor on Thu, 12/03/2009 - 15:22
This Clinica Report aids medical device and diagnostic industry managers by gathering, analysing and adding expert opinion to the lessons that have been learned from industry consolidation. The report is structured around the three principal parts of the merger and acquisition process: consideration of merger or acquisition, selection of partners or targets and implementation of the integration process. Each chapter compares the practice of leading players with that of less effective companies and concludes with the lessons practising managers may draw from this comparison.
Lessons for CEOs from the consolidation of the medical device and diagnostic industries
Submitted by Visitor on Thu, 12/03/2009 - 15:20
This work reports an examination of industry consolidation in the medical device and diagnostic market. It shows that excellent companies are clearly differentiated from their less effective rivals by the care and rigour with which they approach the task. In exemplar companies, mergers and acquisitions arise from profound strategic thinking. Partner or target selection is based on the strategic aims of the deal and integration is based on the synergy realisation objectives inherent in those aims.
Achieving a market-led culture: A case study
Submitted by pragmedicljb on Thu, 12/03/2009 - 15:18
This paper describes a challenge common to many medical device companies, that of developing a market-led corporate culture in order to create sustainable competitive advantage. It describes the constraints encountered, the methods employed and the results and lessons that were the outcomes of the process. Its principal lesson is that organisational culture change is possible and rewarding, but slow and difficult. Without a deep knowledge of both culture and marketing, cultural change should not be attempted.