<?xml version="1.0" encoding="UTF-8"?><!-- generator="wordpress/2.3.2" -->
<rss version="2.0"
	xmlns:content="http://purl.org/rss/1.0/modules/content/"
	xmlns:dc="http://purl.org/dc/elements/1.1/"
	>
<channel>
	<title>Comments on: That great sucking sound you hear</title>
	<link>http://www.esourcingforum.com/archives/2007/09/24/that-great-sucking-sound-you-hear/</link>
	<description>The source of information and best practices in strategic sourcing.</description>
	<pubDate>Fri, 29 Aug 2008 00:35:20 +0000</pubDate>
	<generator>http://wordpress.org/?v=2.3.2</generator>
		<item>
		<title>By: Eric Strovink</title>
		<link>http://www.esourcingforum.com/archives/2007/09/24/that-great-sucking-sound-you-hear/#comment-8157</link>
		<dc:creator>Eric Strovink</dc:creator>
		<pubDate>Mon, 24 Sep 2007 14:23:08 +0000</pubDate>
		<guid>http://www.esourcingforum.com/archives/2007/09/24/that-great-sucking-sound-you-hear/#comment-8157</guid>
		<description>When acquisitions add new capability, such as the acquisitions by Emptoris of Zeborg and DiCarta, they'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's acquisition of Procuri), one has to ask more pointed questions.

From the acquiree'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'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>
]]></content:encoded>
	</item>
</channel>
</rss>
