Accenture Corporate Strategy Feed

Large Global Bank: Industrializing the Back Office

Mon, 16 Nov 2009 02:51:00 GMT

Accenture helped this global bank become a high-performance business by creating an industrialized back-office operating model. The new model has already generated savings of $70 million and ultimately is expected to deliver savings of 20 percent.

How to Organize for the New Realities

Tue, 21 Jul 2009 05:18:00 GMT

A well-chosen global operating model is critical to growth in today’s markets. What a model emphasizes, however, is likely to vary with a company’s goals, experience and home-country origins. Here’s how two successful emerging-market multinationals are executing their global strategies, with important insights for both developing- and developed-market companies.

Merck Serono: M&A

Mon, 26 Oct 2009 03:43:00 GMT

Accenture helped Merck Serono implement an innovative, collaborative post-merger integration that has positioned the company to achieve high performance in the highly competitive prescription pharmaceuticals industry.

Customer Acquisition and Retention: Using the Customer Experience for Competitive Advantage in Uncertain Times

Mon, 01 Jun 2009 06:33:42 GMT

Accenture High Performance Business research has shown that the ability to deliver a customer experience consistently aligned around customer needs and intentions has a significant impact on a company’s ability to create customer loyalty. In turn, loyal customers have a demonstrable impact on the top line, by buying more or buying more frequently and referring other customers to the company. In a time of economic uncertainty—when customer confidence is low and customer behavior increasingly difficult to predict—mastering this ability is more important than ever.

Customer Acquisition and Retention: Using the Customer Experience for Competitive Advantage in Uncertain Times

Wed, 29 Apr 2009 06:16:50 GMT

Window of Opportunity: Divesting in Challenging Times

Wed, 14 Oct 2009 05:41:00 GMT

Gaining and shedding assets has always been in the armory of high-performance businesses. In today’s difficult economic climate, divestitures have a critical role to play in enabling companies to refocus their business portfolios, and thus position themselves for strong growth when conditions improve.

Window of Opportunity: Divesting in Challenging Times

Fri, 14 Aug 2009 13:01:00 GMT

Operational Excellence: Choosing the Path that Works for You

Fri, 01 May 2009 11:37:06 GMT

Businesses today face the dual challenges of the economic downturn and the long-term pressures of globalization. However, many executives believe that the current situation creates a real opportunity to outperform competitors by improving their companies’ operational performance. Accenture outlines the path toward operational excellence and ultimately high performance.

Managing Risk

Tue, 22 Sep 2009 05:05:00 GMT

Risk management is critical in today’s volatile global economy. On any day, a company may need to address political, economic or currency risk. It also needs to secure the business itself—its people, operations and data. Yet, to avoid risk completely means missed opportunity.

Brave New World

Tue, 16 Sep 2008 21:41:13 GMT

Large multinational companies from emerging markets have started to assert their clout, fundamentally altering the shape of globalization. This shift in economic power means that companies seeking to achieve high performance in a multi-polar world need to rethink many basic assumptions about customers, talent and innovation.

High-Performance BusinessTextChief Operating Officers: Off to a Fast Start

Mon, 08 Dec 2008 19:25:23 GMT

The role of the chief operating officer has become increasingly important to a company’s ability to execute its strategy.

Managing in Extraordinary Times: New Choices for New Challenges

Thu, 02 Apr 2009 12:24:05 GMT

The greatest changes in companies' relative positions within their industries occur in times of economic turbulence, not calm. To benefit from such seismic change, a company must quickly make the right decisions and act on them with conviction—a core characteristic of high-performance businesses.

A Passage To India

Tue, 31 Mar 2009 14:26:56 GMT

When it comes to cracking the conundrum of the Indian consumer, the key to success is adaptability. The winners will be those who enter into the fabric of society and work with Indians as partners.

Is This Any Way to Make a Decision?

Thu, 16 Apr 2009 06:22:24 GMT

Informal networks can play a pivotal role in how organizational decisions are framed and executed. But they can also result in too much collaboration—the kind of lengthy and expensive decision making that can cost companies dearly in missed opportunities.

The New Face of Global M&A

Tue, 14 Apr 2009 06:28:17 GMT

In developed countries, most CEOs have come to grips with the immediate effects of globalization—the low-cost competition as well as the new market opportunities. But they may be underestimating another factor: the dramatic rise of emerging-market multinationals, which is rapidly becoming a hallmark of global M&A activity.

How to Make the Most of the Great Consumer Trade Down

Thu, 30 Jul 2009 06:09:00 GMT

As discretionary spending all but disappears, companies must make adjustments in product mix, pricing, promotions and channel strategy to deliver the innovation today's customers value. By providing offerings with a clear range of desirable benefits and delivering them at the right price point, leading companies will be showing a clear way forward.

Future Value and Innovation: How to Sustain Profitable Growth

Fri, 09 Nov 2007 23:26:31 GMT

Companies are beginning to look beyond traditional metrics like price-earnings ratio to assess their effectiveness at generating growth through innovation. Determining a company's future-value premium provides a simple but effective way for management to diagnose and understand the complexities of market expectations, as well as the investment community's confidence in the company's long-term outlook.

Why Winning the Wallets of China's Consumers is Harder Than You Think

Thu, 08 Nov 2007 20:15:57 GMT

Although they often behave like the new global citizens, China's modern consumers have many unique traits that aren't immediately obvious to marketers. New research into buying habits and brand preferences shows the risks of misreading this complex and fast-changing market.

Rise of the Chief Strategy Officer

Thu, 05 Jun 2008 20:31:18 GMT

High performers know that a robust organization design is a key competitive asset. This begins at the top, with the creation of a senior leadership team that can quickly realize the benefits of strategy. For more and more companies, this team includes a new role—the chief strategy officer—for just such a purpose.

Major US Bank: Merger and Acquisition Services

Mon, 26 Oct 2009 02:58:00 GMT

Accenture helped this major US bank progress toward becoming a high-performance business by creating a scalable operations and technology platform for its ongoing inorganic growth.

House of Fraser: Merger and Acquisition Services

Mon, 26 Oct 2009 04:05:00 GMT

London-based House of Fraser PLC is one of the United Kingdom's leading department store chains. A publicly listed company on the London Stock Exchange, House of Fraser employs 8,100 employees. In 2005, House of Fraser reported profits before taxes of £56.5 million (approximately $90 million).

Merger Integration: It’s Never Too Late to Generate Value

Mon, 19 Oct 2009 07:46:00 GMT

The problem of “late to integrate,” while most acute for serial acquirers, actually applies to any acquisition where the full integration has, for some reason, been delayed. For companies challenged by economic conditions, revisiting the synergy potential from past acquisitions can be a key opportunity to reduce costs and position themselves for high performance when the upturn comes.

Adapting to the Multi-Polar World: The New Globalization Playbook

Mon, 29 Jun 2009 05:49:05 GMT

The dynamics of global competition are rapidly moving away from the traditional mix of product exports, reliance on local partners and single-nation headquarters. High performers are adopting a new way of doing business that exploits the power of being simultaneously global and local.

A Time for Bold Moves

Mon, 23 Feb 2009 03:17:00 GMT

In economic downturns, companies can boldly transform their competitive position by taking advantage of the new opportunities that result from dramatic changes in the competitive landscape. Accenture research looks at examples set by industry leaders to identify the strategies that allow companies to emerge as dominant high-performance businesses in their industries.

A Time for Bold Moves

Wed, 08 Apr 2009 05:45:45 GMT

Constructive Tension

Wed, 08 Jul 2009 06:53:11 GMT

Enterprise risk management and enterprise performance management are really two sides of the same coin. To achieve balance between the two, companies must fully integrate risk management with their operating model, performance goals and decision-making frameworks—the layers of day-to-day accountability within the organization as well as the bigger rules and governance structures by which it operates.

Competing on Analytics: The Architecture of Business Intelligence

Tue, 03 Jul 2007 15:14:06 GMT

Visit our Competing on Analytics home page for more on this topic, including a podcast, a video and a quiz to assess your organization's use of analytics.

Putting Customers at the Heart of the Retail Merger

Tue, 06 Oct 2009 14:57:00 GMT

Once the global economy recovers, retail M&A activity will take off in earnest as stronger players move on weaker competitors. However, acquirers must develop clear strategies to manage the impact on customers in order to realize expected benefits and ultimately achieve high performance.

Putting Customers at the Heart of the Retail Merger

Fri, 14 Aug 2009 10:23:00 GMT

Accenture Provides Truly Integrated M&A Services, Backed By Strong Industry Expertise

Tue, 05 May 2009 03:13:00 GMT

In the first document in the “M&A Services SWOT 2009” series from Forrester Research, Daniel Krauss, Pascal Matzke and Charles Green provide a view into Accenture’s mergers and acquisitions (M&A) services.

Strategies for Achieving High Performance in a Multi-Polar World

Wed, 25 Mar 2009 19:43:47 GMT

Listen to the Podcast View Executive Interviews Accenture’s third report on the emerging multi-polar world, Strategies for Achieving High Performance in a Multi-Polar World, presents a playbook of options drawn from the experiences of high-performance businesses from around the globe, including emerging-market multinationals. It sets out the practices and management ideas that may help businesses withstand short-term pressures generated by the current economic crisis, while laying the groundwork for growth in the upturn.

Strategies for Achieving High Performance in a Multi-Polar World

Thu, 19 Mar 2009 17:24:17 GMT

European Banking: How Leading Acquirers Are Riding the M&A Growth Wave

Mon, 23 Jul 2007 22:44:05 GMT

With average merger and acquisitions (M&A) deal sizes on the rise, European banks are catching a new growth wave. However, a recent report from Accenture and the Economist Intelligence Unit indicates that most senior banking executives question their ability to achieve satisfactory cost and revenue synergies through a merger or acquisition. To reach these goals—and consequently increase shareholder return—banks must upgrade their M&A capabilities. But what are those capabilities and how do companies strengthen them? In this Strategy Point of View, Accenture looks at some of the ways "leading acquirers" in European banking achieve high performance in M&A—in other words, how they make M&A an effective tool for consistently outpacing their competitors and achieving a higher total return for their shareholders.

Seven Catalysts for Merger Integration Success

Tue, 04 Aug 2009 07:39:00 GMT

In today’s economy, it is easy for managers to lose focus during the risky merger integration process. In fact, the chances are that one in two integrations will fail. Based on research, Accenture has identified seven catalysts that can help managers integrate an acquisition successfully, positioning their companies for financial stability now and high performance when the upturn comes.

Seven Catalysts for Merger Integration Success

Wed, 09 Sep 2009 06:18:00 GMT

Achieving High Performance in Consumer Goods & Services During Uncertain Times

Tue, 14 Apr 2009 06:43:14 GMT

We face a challenging environment. But while some organizations struggle to survive, others will emerge even stronger. Having worked for decades with the world’s most successful companies—through up cycles and down—Accenture has the experience to help you come out on top. Accenture brings a unique perspective and body of knowledge that can help you make and implement the best decisions. Read the insights from our research of how successful companies achieve high performance during times of economic turmoil.

The Right Set-Up for Going Global

Tue, 10 Jul 2007 17:29:45 GMT

Many businesses are no longer properly equipped for the markets they expect to compete in. In effect, they're using the wrong operating models. That is especially true of companies that aspire to be true global players, even when they already have international operations. Increasingly, they lack the right focus on critical work processes, levels of centralization, performance metrics and organization structure required to support their growth strategies.

Savvy Firms Can Find Opportunities in the Current Economic Crisis

Thu, 28 May 2009 04:20:12 GMT

By Catherine Bolgar

Crunch Time for the EU

Fri, 06 Feb 2009 09:29:00 GMT

As the European Union (EU) struggles to climb out of an economic downturn and reconcile the fluctuating performance of its diverse national economies, the task of fostering competitiveness and growth looks daunting in the extreme. This article, published in Critical Eye Review (December 2004), identifies five key areas on which EU policymakers should focus to create the conditions for a more innovative Europe capable of sustained growth and job creation.

The Six Things Chinese Acquirers Must Get Right When Venturing Overseas

Tue, 26 May 2009 03:01:00 GMT

There are indications that Chinese companies may soon be looking to acquire foreign companies, now cheaper than they have been for 20 years. To ensure that these new acquisitions indeed play the desired role in enabling high performance, Accenture believes that Chinese companies must get six key factors right.

Driving Sustainability in a Downturn

Thu, 21 May 2009 06:06:30 GMT

By Bruno Berthon, Jim Grimsley, Peter Lacy and Eric Lowitt

Developing Indirect Sales Channels: A Structured Approach to Reaching New Customers and Growing Revenues

Wed, 27 May 2009 06:44:59 GMT

Overall, indirect sales channels entail lower total costs compared to direct channels. In challenging economic times, when deal size tends to get smaller, making effective use of indirect channels can become a prerequisite for high performance by helping to boost revenue and maintain profitability.

Sustainability and its Impact on the Corporate Agenda

Thu, 19 Feb 2009 09:12:00 GMT

Over the past five years, we’ve seen a number of companies adopt practices that move sustainability from the periphery to the very heart of their businesses. Yet, there are still many organizations that do not yet fully understand the underlying concepts of sustainability, or its challenges and implications.

Sustainability and its Impact on the Corporate Agenda

Thu, 14 May 2009 07:49:52 GMT

Lisbon Revisited – Finding a New Path to European Growth

Mon, 09 Feb 2009 02:22:00 GMT

Europe’s economic and social models are not functioning as well as they could. The gap between Europe’s economic performance and that of the United States has been widening. With a few notable exceptions, Europe’s economies remain mired in a cyclical downturn, with a less than promising longer term outlook. Many remain blighted by persistently high levels of unemployment, with its corrosive effects of social marginalisation and exclusion.

Research & Insights: The Innovator's Advantage

Mon, 09 Feb 2009 03:11:00 GMT

Study OverviewReview a discussion of the role of information technology, the views expressed by senior executives, detailed case studies, and conclusions on its relevance across different industries and different regions and countries.

Rediscovering Europe's Entrepreneurial Spirit

Mon, 09 Feb 2009 02:37:00 GMT

Outlook Point of View, March 2003

Building an In-house Merger and Acquisitions Capability to Enable Growth and High Performance

Thu, 07 May 2009 06:09:43 GMT

Accenture High Performance Business research has found that high-performance businesses can use an economic downturn to improve their competitive position. Building a merger and acquisition (M&A) capability—with platforms and processes that span every stage of the deal life cycle—can ensure that a company can take advantage of M&A opportunities as they arise, thus positioning itself to achieve high performance when conditions improve.

The Information Future of the Corporate Board

Thu, 25 Sep 2008 20:53:16 GMT

Boards won’t be well positioned to take on greater responsibilities for company performance unless they can have access to the right information at the right time. However, despite the growing availability of information about publicly traded companies, directors traditionally rely solely on information that comes from management when they make boardroom decisions.

Achieving High Performance in an Era of Climate Change

Fri, 06 Feb 2009 03:02:00 GMT

Just as climate change is transforming parts of our planet, so it is transforming the context and presumptions by which businesses typically operate. This study presents the research findings of a survey of over 500 business executives from around the world and explores the actions that businesses are taking in response to climate change, business views on the future regulatory environment and the steps businesses can take to achieve high performance in a carbon-constrained world.

Beyond the Call Center—Mastering India's Growth Dynamics

Fri, 06 Feb 2009 08:48:00 GMT

The Indian economy has clearly turned a corner. Indian business is no longer synonymous with call centers alone. There is a new sense of confidence from the government and from businesses in India and abroad. India's manufacturing resurgence and budding consumer markets are ready to yield very tangible benefits to the country's population and to people around the world.

China & the European Union: Business Issues and Opportunities

Fri, 06 Feb 2009 08:54:00 GMT

China's rapid economic rise is often seen as a competitive threat in Europe. Notwithstanding contentious issues such as surging Chinese textile imports, European businesses should not lose sight of the huge trade and investment opportunities available from wider cooperation with China. The two economies may operate in vastly different economic and political contexts with unrelated policy dynamics, but both face similar challenges where experiences can be shared, knowledge transferred and mutually beneficial solutions found.

China and India: Partners in Competition

Fri, 06 Feb 2009 09:00:00 GMT

A consensus is emerging that global economic power is moving towards Asia, with India and China at the center of the region’s rise. This study looks at the evolving relationship between the two emerging powers and explores the opportunities for them to grow together, learn from one another and collaborate to overcome shared problems and achieve shared goals. The opportunities for collaboration have been given renewed impetus as a result of the April 2005 visit by the Chinese premier to India.

China—A Pragmatic View of Managing Risk

Fri, 06 Feb 2009 09:06:00 GMT

For foreign companies, China represents a massive growth opportunity, and those that succeed will expect their effort to be well rewarded. But companies should think carefully before entering the market, exercise due diligence and vigilantly evaluate the risks. This Accenture study, involving multi-tier research with more than 200 CEOs and senior executives in Asia, identifies both the attractions and the risks, and concludes that there are some pragmatic techniques to help limit total risk exposure.

China Spreads Its Wings—Chinese Companies Go Global

Fri, 06 Feb 2009 09:15:00 GMT

China's remarkable recent economic growth (an average of 9.6 percent per annum between 1979 and 2005) has to a large extent come from its trade and export dominance. A combination of low wages, specialized regional networks and product exporters has enabled China to become the global economy's low-cost supplier.

Establishing a Successful Organizational Strategy in Asia

Fri, 06 Feb 2009 09:43:00 GMT

New Accenture research examines how multinationals can achieve or maintain high performance in Asia's enormously diverse and complex markets. It reveals that 90 percent of respondents from multinational companies are planning to increase the role of Asia Pacific in the growth of their company in the next 2-5 years.

Europe, Inc.—Re-branding Europe

Mon, 09 Feb 2009 01:48:00 GMT

Improving Europe's image—dispelling some of the fear and mistrust and giving more positive messages—goes hand in hand in hand with other economic reforms and changes, this article from the November 2004 issue of Business Management journal argues. As an underpinning part of the progress of the European Union (EU), building Europe's image could be a potentially huge step forward both in terms of changing attitudes within the EU and perceptions of it from the outside.

European Operating Models in Consumer Goods and Retail

Mon, 09 Feb 2009 01:54:00 GMT

In a European consumer goods market that is changing in line with wider regional and global trends, there is increasing pressure on retailers and manufacturers to achieve greater efficiency and sell across wider markets. The Accenture Business in Europe survey interviewed 56 senior executives from consumer goods firms at the end of 2003 with the aim of discovering what they see as their current challenges, where they see opportunities in Europe and the implications for their operating models.

High Performance Business in China 2007

Mon, 09 Feb 2009 02:02:00 GMT

This report is the result of a year long research project on the characteristics of Chinese high-performance businesses. The research identifies 25 companies in both business to business and business to consumer sectors that qualify as high performers. These companies share many of the methods and approaches with longtime global high performers such as Toyota, Microsoft and Wal-Mart. Yet they have their own secrets to success — Chinese characteristics that are unique to them.

High Performance Business in China: Jumping Over the Dragon Gate

Mon, 09 Feb 2009 02:07:00 GMT

Business in China is entering a new phase as the realities of the global economic slowdown hit home. Recent research by Accenture in China reveals how ready businesses are to take their competitiveness to the next level. In the ever-changing global economy, only dedicated focus on the building blocks of high performance will equip Chinese companies to succeed. To receive more Research & Insights, sign up for My Outlook, your single e-mail source for all of Accenture's latest ideas and innovation, personalized specifically to your business interests and the industry issues you face.

High Performance through Mergers and Acquisitions: India’s New Dynamics

Mon, 09 Feb 2009 02:11:00 GMT

Mergers and acquisitions (M&A) have become a popular avenue for Indian companies to achieve rapid reach and scale. This study explores the dynamics behind the new wave of acquisitions by Indian companies. There is great confidence behind their growth-focused M&A strategies, but our research uncovers that insufficient attention is often paid to the operational implications of M&A.

India Goes Global—How Cross-border Acquisitions are Powering Growth

Mon, 09 Feb 2009 02:14:00 GMT

Indian companies are expanding beyond outsourcing and investment hubs to become global market-shapers through mergers and acquisitions. India Goes Global explores this growing trend, identifying the drivers behind this expansion and highlighting critical success factors.

Jobs of the Future

Mon, 09 Feb 2009 02:18:00 GMT

Europe has the potential to create 10 million to 14 million new jobs over the next five years if business and government take urgent, coordinated action to stimulate growth.

Making the Connection: India's Digital Future

Mon, 09 Feb 2009 02:25:00 GMT

Accenture—in collaboration with the Confederation of Indian Industry (CII)—conducted research with more than 200 Indian business leaders to explore the next phase of technology-led growth in India. In particular, the study looks at the opportunities arising from increased access to information and communications technology (ICT) in low-income communities. Learn more about the Confederation of Indian Industry.

Making Labor Markets Work: High Performance in European Labor Agencies

Mon, 09 Feb 2009 02:29:00 GMT

European labor markets are not working as well as they should. High unemployment and slow economic growth are hindering Europe's ability to compete on the global stage. However, European labor markets are not uniform in terms of the performance issues they face. In addition, the policies they adopt in response to these challenges vary from country to country. This report analyzes the situation in depth. The report sets out the macro-economic challenges facing European countries and shows how these influence policy priorities for governments. In turn, these priorities dictate the actions taken by labor agencies.

Multi-Polar World Research and Findings

Mon, 09 Feb 2009 02:32:00 GMT

Emerging-market multinationals (EMMs)—enterprises based in emerging markets with operations in more than one country—are expanding at a speed and scale that is transforming the nature and norms of global business. The rising international prominence of these new players is both a cause and consequence of the multi-polar world, characterized by growing economic interdependence across five dimensions: capital, talent, resources, consumers and innovation.

The Rise of the Multi-Polar World

Mon, 09 Feb 2009 02:41:00 GMT

Developing economies—spearheaded by China and India—are challenging the collective dominance of the United States, Europe and Japan, giving rise to a "multi-polar" world economy. This study looks at the drivers and characteristics of this latest phase of globalization and the implications for businesses looking to achieve high performance.

Skills for the Future

Mon, 09 Feb 2009 02:47:00 GMT

Investment in human capital is an essential element of high performance. If Europe is to exploit fully the transition to a knowledge economy, investment in training and education needs to increase, with education being made more relevant to industry needs. Policymakers, business and academia need to work together to achieve this.

Taming the Dragon—Mastering China's Growth Dynamics

Mon, 09 Feb 2009 02:57:00 GMT

The 21st century has been described as "China's century" and it is not hard to understand why. Since Deng Xiaoping initiated a program of path-breaking economic reform in 1978, China has experienced the most rapid modernization of any society in recent times. Companies are queuing up to invest in China, lured by the prospect of competitive labor costs and vast market potential. No fewer than 400 of the Fortune 500 companies have already invested in China. But making profits in China is still a harder task than many expect. Making money in China requires a strategy that is specifically tailored to the growth dynamics of the Chinese market and the risks and constraints stemming from its unique business culture and operating environment.

Unfinished Business—European Competitiveness and the Single Market

Mon, 09 Feb 2009 03:19:00 GMT

The European Union is facing internal and external economic pressures. For the future security of its people and businesses, Europe must focus on improving its economic growth—and the best opportunity for triggering this economic growth and increasing EU competitiveness is through tapping into the potential of the single market. This report analyses the issues and then suggests five practical ways of doing just this.

Deal Shaping: How to Execute Sales Programs that Improve Your Customers' Business Value

Wed, 11 Feb 2009 16:31:41 GMT

Outlook Point of View November 2008, No. 2

Achieving High Performance: The Sustainability Imperative

Fri, 20 Jun 2008 16:59:51 GMT

Sustainability is moving from the periphery to the heart of business and government. As that transition occurs, organizations need to transform their operations—and, in some cases, their business models—to fully integrate sustainability initiatives across the enterprise. It’s a daunting effort. But the challenges are offset by the tremendous opportunities that lie ahead.

Supply Chain Management: The Linchpin of M&A

Wed, 29 Aug 2007 16:14:41 GMT

After several years on the back burner, mergers and acquisitions are back in the headlines. Banking, pharmaceuticals, and electronics and high tech currently lead the charge. Most insiders think the trend will only grow larger, given companies’ growing need for access to emerging markets, the ever-increasing value they ascribe to economies of scale, and the more favorable M&A regulations now prevalent in many countries.

Tomorrow's Corporate Boardroom: Information, Performance Management and Technology

Thu, 09 Oct 2008 15:32:40 GMT

By Robert J. Thomas, Michael Schrage, Joshua B. Bellin and George Marcotte

Leveraging Sales and Marketing to Maximize the Value of Mergers and Acquisitions

Wed, 20 Aug 2008 18:37:02 GMT

Revenue growth continues to be a key goal of C-Suite executives. In support of these goals, many of these executives are turning to mergers and acquisitions (M&A). Our analysis of Thomson Financial data shows that since 2002, global M&A deal volume has been growing at a compound annual growth rate of up to 29 percent, with 2007 deal volume increasing to $4.4 trillion. While the acquirer's top-line traditionally benefits from revenue growth in the first year after an acquisition, few companies have been able to achieve sustained increases in revenue growth in the subsequent years post-close.

Transnational Mergers and Acquisitions: How to Beat the Odds Of Disaster

Tue, 17 Jul 2007 17:07:22 GMT

Cross-border mergers and acquisitions (M&As) differ markedly from national deals, and require companies to develop the necessary skills to create value. Accenture has identified four key drivers of success for transnational M&As that focus on its special risks and opportunities, while forming an integrated process equally valid for national deals.

Can Private Equity do Due Diligence for the Long Haul?

Thu, 26 Jul 2007 16:13:37 GMT

Private equity players increasingly have to differentiate themselves based on the creation of longer-term value.

Delivering High Performance: Focusing on Emerging Markets

Wed, 19 Mar 2008 21:25:15 GMT

While the shortest route between two points is usually a straight line, sometimes it's faster to follow the contours of the land. When it comes to selling products and services in new markets that means learning the terrain to determine the unique characteristics of the market. Unfortunately, many companies overlook this basic marketing tenet, assuming that what is popular in one country will automatically be popular in another or that a new country can be seen as a monolithic market.