ABSTRACT

This chapter provides a global evolutionary perspective from which to view cross-border merger and acquisitions (M&A) and strategic alliances, and some more minor cooperative options like licensing or franchising. Classic mistakes are most commonly over-reaching in terms of scope, whilst simultaneously going global, or failing two clear acid tests gleaned from more successful cases. Poor approaches are compared with world best practices, contrasting Marconi, Daimler/Chrysler, BMW/Rover, HSBC/HSI, and RBS/ABN AMRO cross-border M&A with more successful M&A approaches at HSBC in the case of Midland Bank and GE world-class, and Ghosn's highly successful global strategy and alliance approaches at Renault Nissan.