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Descriptions du produit

This book offers a framework and process to help you answer the perennial question of whether you should grow new capabilities internally, access them through licensing or other partnership arrangements, or acquire them by purchasing other companies. How should you grow your organization? It's one of the most challenging questions an executive team faces - and the wrong answer can break your firm. The problem is, most firms' growth strategies emphasize just one type of growth - some go for organic growth, others for M&A. When these strategies falter, the common response is simply to try harder. That can be fatal: firms falling into this "implementation trap" usually end up losing out to a competitor whose approach is more inclusive. So where do you start? By asking the right questions, argue INSEAD's Laurence Capron and coauthor Will Mitchell, of Duke University's Fuqua School of Business and the Rotman School of Management at the University of Toronto. Drawing on more than two decades of research and teaching, Capron and Mitchell have found that a firm's aptitude for determining the best "resource pathways" for its growth has a defining impact on its success. They've come up with a helpful framework, reflecting practices of a variety of successful global organizations, to help you determine which path is best for yours. The "Resource Pathways" framework is built around three strategic questions: BUILD: Are your existing internal resources relevant for developing the new resources that you have targeted for growth? If not, consider external sourcing options; BORROW: Could you obtain the targeted resources via an effective relationship with a resource partner? The answer can vary widely-from hiring a contractor with a simple agreement to engaging at a deeper level via an alliance; and, BUY: Do you need broad and deep relationships with your resource provider? This will help determine whether you should move toward acquisition, or consider an alternative integration s


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Détails sur le produit

  • Relié: 256 pages
  • Editeur : Harvard Business Review Press (14 août 2012)
  • Langue : Anglais
  • ISBN-10: 1422143716
  • ISBN-13: 978-1422143711
  • Dimensions du produit: 23,4 x 16,6 x 2,4 cm
  • Moyenne des commentaires client : 5.0 étoiles sur 5  Voir tous les commentaires (2 commentaires client)
  • Classement des meilleures ventes d'Amazon: 36.914 en Livres anglais et étrangers (Voir les 100 premiers en Livres anglais et étrangers)
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1 internautes sur 1 ont trouvé ce commentaire utile  Par Manageris TOP 1000 COMMENTATEURS le 25 novembre 2012
Format: Relié
Comment se procurer les ressources nécessaires à sa croissance est l’une des questions les plus délicates auxquelles un dirigeant doit répondre. Un mauvais choix se paie durablement très cher. Or, alertent les auteurs, ce choix des ressources se révèle être beaucoup plus complexe qu’anticipé. Certains privilégient une croissance organique ; d’autres, une croissance externe. Ces deux stratégies font de l’ombre à de nombreuses autres possibilités, souvent plus riches de possibilités. Par exemple, nouer des alliances, ou même « emprunter » ses ressources par de biais de relations simplement contractualisées.

S’il est un message essentiel à retenir de cet ouvrage, c’est qu’une stratégie de ressources doit être mûrement réfléchie. Une évidence ? Loin de là, soulignent les auteurs, nombreux exemples à l’appui. La majorité des entreprises se contentent de chercher leurs ressources comme elles les ont toujours cherchées. Et lorsque des difficultés surviennent, elles incriminent la qualité d’exécution de la stratégie sans se rendre compte que, très souvent, c’est plus en amont que se niche le fond du problème : une bonne stratégie de ressources consiste à développer un portefeuille équilibré de ressources développées en interne, achetées ou empruntées via une alliance ou un contrat.

Chacune de ces stratégies fait l’objet d’un chapitre, qui en étudie en détail, et à l’aide de nombreux cas concrets, les conditions de succès, risques et atouts.
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Format: Relié
Laurence Capron and Will Mitchell deal with the best way for companies to grow. They

underline the fact that Mergers and Acquisitions (M&A) are a convenient shortcut to growth.

But even if M&A are a very powerful tool to transform an organisation, there are other

solutions which are less costly and less complicated. When managers know that only 30% of

acquisitions are successful, they must understand the importance of balancing the different

ways of growing. Most of the time, CEOs are internally focused or externally focused. The

principal difficulty for them is to change their mind-sets in order to use the full range of

corporate development tools (M&A, internal growth, contracts, alliances...). According to

the authors, the key is to be disciplined when it comes to growth. First, be sure that you need

to grow and then, clarify your growth strategy before thinking about the tool that will help

you. Numerous companies follow the leader in a field without thinking about the drawbacks

of certain strategies for their firms. The authors help them to be aware of those psychological

traps.

Emmanuelle Reynaud, Professor, Aix-Marseille Université, CERGAM, IAE d'Aix.
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5 internautes sur 5 ont trouvé ce commentaire utile 
Pragmatic treatment of the subject matter 8 octobre 2012
Par DCMacaca - Publié sur Amazon.com
Format: Relié Achat vérifié
As a practitioner of M&A, I am constantly faced with the very tensions that the books promises to deal with. Therefore, I read through the book from cover-to-cover soon after its arrival. And, I must say that the authors have done a great job of providing pragmatic treatment of the growth dilemna that many corporate executives (and not just the CEO's) face on a constant basis.

The book is well written and well organized, with a chapter each on when to build, borrow (two actually; one for borriwing via contract and another for borrowing via alliance), or buy, sandwiched between an introductory chapter and a couple of chapters on recap and development of capabilities.

Authors do a good job of weaving in anecdotes of recent transactions and practical examples, as well as bringing in nuggets from their and others' relevant research.

As a practitioner of transactions, I found Chapter 5 (on when to buy) of particular interest. Authors do a great job of cautioning the readers of the (many) pitfalls that an acquisition may lead to. Overall, I felt that the authors provide a balanced view of acquisitions: M&A is a potent leadership tool, but beware of the blind spots! Also of interest is authors' nod to the importance of strong M&A execution skills.

Another factor that led me to give this book high rating is that the authors' treatment is not limited to technical analysis only. Rather, they play up (rightly so) the importance of the softer side of coprorate development options. They pay attention to the importance of "internal resources" (including knolwedge bases) as part of the decision-making analysis, as well as the importance of integration(with special emphasis on "governance issues").

All in all, a great new book, building upon the recent research trends, that provides practical guide to navigating the resource / growth dilemna that corporations (and corporate executives) face almost everyday.
2 internautes sur 2 ont trouvé ce commentaire utile 
A fascinating, thought-provoking book 18 août 2012
Par Brian - Publié sur Amazon.com
Format: Relié
We adopt this book as the textbook for the MBA elective on Mergers, Acquisitions and Corporate Development at the Ross School of Business of the University of Michigan for the value of its analytical rigor and practical relevance. Drawing on their own research insights and those of other leading scholars, the authors offer a comprehensive framework to address two fundamental issues in the field of corporate strategy.

First, how should firms select among various strategies, including internal development, contracts, alliances, and acquisitions, to grow their company? Up to my knowledge, this is the first book highlighting this holistic view in comparing different strategic choices but not focusing on a single one. Providing a set of powerful analytical tools, the book can help students and managers conduct a systematic analysis across multiple choices and avoid falling into the trap of pursuing an individual mode in isolation based on past competence. The authors demonstrate that a decision is to be made not just based on the value of a given mode, but also the opportunity costs of not using other modes.

Second, how should firms dynamically configure their product and resource portfolios? This dynamic analysis can help managers correct past mistakes, if any, or to update their portfolios which are often rendered obsolete by changing market conditions. Developing such a dynamic capability is particularly relevant in the current market environment, which is fraught of institutional, technological, and demand shocks.

I highly recommend this fascinating, thought-provoking book not only to students and academic colleagues, but also to practitioners who are constantly faced with these critical strategic choices.
1 internautes sur 1 ont trouvé ce commentaire utile 
Build, Borrow or Buy: Making the Right Decision is Critical 29 janvier 2013
Par Bryan Carey - Publié sur Amazon.com
Format: Relié
Build, Borrow, or Buy is a business management book about the important decisions that must be made when confronted with growth and expansion. The decision at this point is not always clear- cut, and managers need to think long and hard before they decide to create something themselves, rent or lease it from someplace else, or make a purchase.

This book is all about making management assessments; looking over the options and deciding whether one path is necessarily better than the other two. Many people jump into the build, borrow, or buy decision based purely on emotion or gut instinct and, in doing so, waste valuable resources that could be been saved by selecting a different path. From my management experience, I find that companies are too quick to take the buying route without giving the other two options their proper due. Sometimes, buying works but other times, leasing or building is best. This book encourages managers to step back, evaluate the different options, and make the decision that is right for them.

Management books are often best when they include good, real- world examples and this book does exactly that. It includes anecdotes, success stories, and some examples of failures. These latter examples are good because they illustrate how a well- known company failed to consider all alternatives and ending up making a bad decision that haunted them for years. There are also some examples of decisions that worked and the examples, as a whole, are very helpful and great to refer back to as learning resources. The book also offers self- assessment questions that help companies make the best decision based on answers to a standard set of Q&A.

Management books are often a little boring, and I'm afraid that this book can induce sleep as readily as it can inspire good decision making. There is some monotony with this book and a repetitive tendency. However, this is expected with a book such as this. In order to make proper comparisons and educate the reader, it is necessary to keep repeating certain themes. So, I can forgive the book on this occasion, even though I know that some will find its repetitive nature more than their eyelids can handle.

Taken as a whole, however, I like Build, Borrow, or Buy and I find it a good, useful book for managers everywhere who strive to make better growth decisions. The book's advice is solid and it can apply to any situation- not just those involving growth and expansion, but also those involving general, day to day business decisions where leasing or building are viable alternatives. The book has much to offer both budding and experienced managers and even though it is a little boring at times, it still serves its purpose and is easily worth the investment of time to read it and put its words into action.
1 internautes sur 1 ont trouvé ce commentaire utile 
Fills a big void in the literature! 21 janvier 2013
Par Jay A. - Publié sur Amazon.com
Format: Relié
It is not difficult to find books on M&A or Corporate Strategy written by practitioners or academics. But this book is different and adds unique insights.

Unlike most other books on the market, the main conclusions and lessons from this book are based on scientific research. The ideas in this book represent the frontiers of knowledge in this field and are consistent with the advanced thinking and currently accepted theoretical insights. At the same time, the use of intuitive case examples and jargon free writing style make it very easy to read, even for non-specialists.

This book is written from a very rational perspective, providing an excellent contingency framework to select the optimal growth strategy in a firm. Yet, it is written in such a way that the reader will never find it to be a "dry" experience. In fact, it succeeds at also making an emotional impact on the reader. Perhaps, this is due to the use of very appropriate examples and research results that articulate very starkly the performance consequences of making the right and wrong choices. Another important aspect of the book is the very broad view of different modes of corporate growth. It presents the trade-offs among different modes very systematically rather than dwelling on a specific approach (e.g., M&A). This "big picture" approach helps keep things in perspective.

I strongly recommend this book to managers, consultants, students and professors, who may consider assigning the whole book or specific chapters in their graduate level syllabi. I enjoyed reading it immensely and learned a lot from it as well!
1 internautes sur 1 ont trouvé ce commentaire utile 
A "must read" book for corporate growth strategists 15 août 2012
Par Nagarajan - Publié sur Amazon.com
Format: Relié
"Build, borrow, or Buy" is a much needed book on the topic of corporate growth strategies. It is a fantastic resource and I have not found a book that covers corporate development activities so thoroughly. The authors, Laurence Capron and Will Mitchell, have created a simple yet comprehensive corporate development framework to guide C-level decision making. The use of numerous case studies complements the academic research throughout the book. Theory and practice illustrate the principles of the critical choice that firms make as they decide whether to acquire resources by building internally, borrowing through alliances, or acquiring another firm. The book provides elaborate details relating to underlying resource characteristics and organizational challenges for each mode of expansion. The pros and cons of each approach are clearly laid out. The book is an invaluable guide for managers and MBA students alike as they deal with complex and important decisions relating to growth and resource acquisition.
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