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Article
Publication date: 1 June 2003

Arthur Bert, Timothy MacDonald and Thomas Herd

Today, with years of corporate experience in managing mergers and acquisitions, there is little excuse for deals that don’t create value. Regrettably failure is the case more…

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Abstract

Today, with years of corporate experience in managing mergers and acquisitions, there is little excuse for deals that don’t create value. Regrettably failure is the case more often than not. Depending on the industry, a top‐performing merger can increase shareholders’ wealth anywhere from 4 to 65 percent above industry averages. But such rewards only go to companies that understand that merger success is built on two main factors: timing and execution. A.T. Kearney’s findings indicate that a company has just two years to make the deal work. After year two, the window of opportunity on forging merger synergies has all but closed. This article highlights the reasons why timing is so important to merger success, and lays out the seven ground rules‐from selecting leaders quickly, and establishing clear goals, to managing risks and expectations – that leading acquirers abide by to ensure merger success.

Details

Strategy & Leadership, vol. 31 no. 3
Type: Research Article
ISSN: 1087-8572

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Article
Publication date: 7 March 2008

Gillis Jonk, Martin Handschuh and Sandra Niewiem

The paper aims to identify examples of the challenges posed to established firms in various industries as new fronts of specialization emerge.

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Abstract

Purpose

The paper aims to identify examples of the challenges posed to established firms in various industries as new fronts of specialization emerge.

Design/methodology/approach

The paper proposes a practical approach for discovering where firms are likely to be effectively attacked by emerging rivals with specialized value chains, and for developing both preemptive first strikes and successful counterattacks.

Findings

The paper finds that the shift toward specialization – driven by globalization, buying via the Internet, modular value chains, and the growth of low‐wage economies – is playing out faster than some big companies can adapt. Especially at risk are companies that continue to view their customers in terms of unique buying segments, instead of realizing that today the same customer may demand different varieties of a product or service at different times. A.T. Kearney found that evaluating which segments of specific customer needs would gain from value chain specialization requires comprehensive analysis.

Practical implications

Increasingly, industry‐leading companies find that they must develop a number of specialized value chains to meet their customers' demand for different varieties of a product or service at different times.

Originality/value

A.T. Kearney research and experience contradicts the conventional wisdom that established firms are more competitive if they continued to adjust and augment a single value chain.

Details

Strategy & Leadership, vol. 36 no. 2
Type: Research Article
ISSN: 1087-8572

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Article
Publication date: 1 February 1979

Tom Bevington

A recent seminar presented by the South Eastern branch of the IGD raised some controversial views on the optimum size of warehouses. One point of view put forward was that…

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Abstract

A recent seminar presented by the South Eastern branch of the IGD raised some controversial views on the optimum size of warehouses. One point of view put forward was that changing conditions in the grocery field created an advantageous environment for small warehouses. However, Tom Bevington of A.T. Kearney disagrees, and in this special feature he attacks the myths surrounding the support for the use of small distribution warehouses. He has been assisted in the preparation of this paper by two colleagues from A.T. Kearney — Mr. G.V. Hill and Mr. J.B.H. Scanlon.

Details

Retail and Distribution Management, vol. 7 no. 2
Type: Research Article
ISSN: 0307-2363

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Article
Publication date: 31 August 2012

Hanjo Arms, Mathias Wiecher and Valeska Kleiderman

This paper seeks to describe a new approach to analyzing critical resource investment plans, Dynamic Decision Making (DDM), an A.T. Kearney innovation based on a sophisticated

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Abstract

Purpose

This paper seeks to describe a new approach to analyzing critical resource investment plans, Dynamic Decision Making (DDM), an A.T. Kearney innovation based on a sophisticated modeling process that can improve the quality and transparency of decision making.

Design/methodology/approach

The paper explicates the five components of the novel DDM approach: formal, but narrowly focused, future modeling; improve the understanding and evaluation of risk; design a dynamic strategy; calculate “Total Value” of dynamic strategies and according probability distribution; and formalize the decision making process.

Findings

In a volatile environment, this system, which promotes flexibility and maps out contingency plans, has proven exceptionally useful with clients making large capital investment decisions and “Bet the Company” strategic moves.

Practical implications

Each step in the DDM decision‐making process reveals contingencies and opportunities to react to a competitor, a policy, or an environmental change – and to modify the initial plan as a result.

Originality/value

The DDM total value methodology enables managers to consider both the risks and the value of flexibility when planning a capital investment project.

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Article
Publication date: 1 February 1988

GORDON HILL

Services provided to customers are often taken for granted by them; but suppliers are having to examine these benefits, which can nullify any profits made. Gordon Hill, vice…

147

Abstract

Services provided to customers are often taken for granted by them; but suppliers are having to examine these benefits, which can nullify any profits made. Gordon Hill, vice president of management consultants A T Kearney Ltd, outlines areas where changes can cut costs without adversely affecting service levels.

Details

Logistics World, vol. 1 no. 2
Type: Research Article
ISSN: 0953-2137

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Article
Publication date: 4 January 2008

Jim Morehouse, Bob O'Meara, Christian Hagen and Todd Huseby

No company is safe from low‐cost rivals. Almost overnight, nimble low‐cost competitors can exploit their offshore advantage, partnerships, and inexpensive technologies to break

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Abstract

Purpose of this paper

No company is safe from low‐cost rivals. Almost overnight, nimble low‐cost competitors can exploit their offshore advantage, partnerships, and inexpensive technologies to break down barriers and rewrite the rules of competition. This paper aims to show how to counterattack.

Design/methodology/approach

The paper shows that way to beat low‐cost competitors that have the potential to become serious competitors is to identify and deal with them early, before they get a foothold in a market.

Findings

The paper finds that the best way to identify and thwart a low‐cost rival is to adopt its mindset, anticipate its next competitive move and measure your costs against its costs. This best practice analysis requires four steps.

Practical implications

“What to do” to defeat low‐cost competitors involves two separate but related tasks: First, “stop the bleeding”, and second, reposition the company for success in the new market. The paper shows how to break down potential moves into short‐term tactics and long‐term strategies.

Originality/value

The paper shows how to win the battle with a low‐cost competitor by identifying the genuine threats, taking on the serious competition, adapting its tactics quickly and hitting back with a well‐placed blow.

Details

Strategy & Leadership, vol. 36 no. 1
Type: Research Article
ISSN: 1087-8572

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Article
Publication date: 16 March 2015

Kai Engel, Voletka Dirlea, Stephen Dyer and Jochen Graff

– The authors have collected key insights from the Best Innovator competition, launched in 2003. Six early-stage practices are critical.

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Abstract

Purpose

The authors have collected key insights from the Best Innovator competition, launched in 2003. Six early-stage practices are critical.

Design/methodology/approach

The Best Innovator competition, annual benchmarking against the best in innovation management, focuses on the how-to of innovation and examines what leading companies are doing to achieve better yield with their innovation strategies.

Findings

By studying the competition winners, the researchers found a strong correlation between specific innovation management practices and sustainable, profitable growth.

Practical implications

Best Innovators establish explicit expectations for making the business case for innovation. They name a specific set of deliverables to which they are committed.

Originality/value

The article offers specific guidelines for setting the stage for continuous innovation that results in profitable offerings and services.

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Article
Publication date: 1 February 1981

Christopher J Clarke

This article concerns the importance of physical distribution in marketing. It should be of interest to a wide range of managers concerned with purchase, marketing and…

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Abstract

This article concerns the importance of physical distribution in marketing. It should be of interest to a wide range of managers concerned with purchase, marketing and distribution of products. It highlights the importance of taking account of customers' needs to improve service and save on costs in physical distribution. Chris Clarke is a manager with A T Kearney Management Consultants and a Member of the Executive of the Institute of Marketing Engineering Group. He has also worked as a marketing manager in fast moving consumer goods.

Details

Retail and Distribution Management, vol. 9 no. 2
Type: Research Article
ISSN: 0307-2363

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Article
Publication date: 19 January 2015

Kai Engel, Voletka Dirlea, Stephen Dyer and Jochen Graff

This article reports on the findings of the Best Innovator competition, which was launched in Germany in 2003, to identify and communicate the best practices of innovation…

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Abstract

Purpose

This article reports on the findings of the Best Innovator competition, which was launched in Germany in 2003, to identify and communicate the best practices of innovation management of the country’s businesses. After ten years of research, the contest has not only been expanded to identify the most innovative companies in much of the developed world but also to document the success of their best practices over time.

Design/methodology/approach

This article details five tested sets of best practices.

Findings

A major research finding is the strong correlation between superior innovation management capabilities and sustainable, profitable growth. Another finding was that, given the mix of industries, the diversity of businesses and the range of sizes in the Best Innovator club, it is striking that there is no correlation between R&D budget and innovation.

Practical implications

Best Innovators first develop and then manage their innovation portfolios. All of them pursue clarity on a fundamental question: what do we want our innovation strategy to do for us?

Originality/value

The researchers found that to get their innovation strategies right, Best Innovators invest upfront in understanding market, technology and service dynamics. They are investing time more than money. Leaders can learn how Best Innovators address innovation management “from the market to the market” and manipulate five areas to improve their innovation performance and propel sustainable and profitable growth.

Details

Strategy & Leadership, vol. 43 no. 1
Type: Research Article
ISSN: 1087-8572

Keywords

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Article
Publication date: 1 January 1992

John Cottrell

Presents an analysis of a recent survey in The TQM Magazine entitled “Total Quality ‐ the formula for success”. States that companies which successfully practice TQM share the…

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Abstract

Presents an analysis of a recent survey in The TQM Magazine entitled “Total Quality ‐ the formula for success”. States that companies which successfully practice TQM share the following characteristics: an emphasis on tangible results; an insistence on performance measurement; an integrated programme; and clear commitment from top management. Goes into greater detail in each of these four areas.

Details

The TQM Magazine, vol. 4 no. 1
Type: Research Article
ISSN: 0954-478X

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