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	<title>Comments on: That great sucking sound you hear</title>
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	<description>The source of information and best practices in strategic sourcing.</description>
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		<title>By: Eric Strovink</title>
		<link>http://www.esourcingforum.com/archives/2007/09/24/that-great-sucking-sound-you-hear/comment-page-1/#comment-8157</link>
		<dc:creator>Eric Strovink</dc:creator>
		<pubDate>Mon, 24 Sep 2007 14:23:08 +0000</pubDate>
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		<description>When acquisitions add new capability, such as the acquisitions by Emptoris of Zeborg and DiCarta, they&#039;re smart acquisitions.  When acquisitions are made as part of a speculative roll-up strategy, or when an acquisition of wholly redundant capability is made (as with Ariba&#039;s acquisition of Procuri), one has to ask more pointed questions.

From the acquiree&#039;s perspective, an acquisition often makes sense only if the company has failed and needs rescue (as was the case with Zeborg) or if the acquired company&#039;s investors want to cash out.  In the latter case, investors can force an acquisition even if that appears to be a short-sighted strategy (this was brought up by several commenters during the blog discussions on Ariba-Procuri).

When acquiree companies are both highly profitable and controlled by  investors with a long-term view, a disruptive acquisition is much less likely to occur.  And, if it does occur, such an acquisition is likely to be a smart acquisition that brings benefits to both companies as well as to their customers.</description>
		<content:encoded><![CDATA[<p>When acquisitions add new capability, such as the acquisitions by Emptoris of Zeborg and DiCarta, they&#8217;re smart acquisitions.  When acquisitions are made as part of a speculative roll-up strategy, or when an acquisition of wholly redundant capability is made (as with Ariba&#8217;s acquisition of Procuri), one has to ask more pointed questions.</p>
<p>From the acquiree&#8217;s perspective, an acquisition often makes sense only if the company has failed and needs rescue (as was the case with Zeborg) or if the acquired company&#8217;s investors want to cash out.  In the latter case, investors can force an acquisition even if that appears to be a short-sighted strategy (this was brought up by several commenters during the blog discussions on Ariba-Procuri).</p>
<p>When acquiree companies are both highly profitable and controlled by  investors with a long-term view, a disruptive acquisition is much less likely to occur.  And, if it does occur, such an acquisition is likely to be a smart acquisition that brings benefits to both companies as well as to their customers.</p>
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