The book focuses on the analysis of the particular characteristics of the business model of companies operating in the luxury business, especially to support a profitable growth. In addition, it analyzes M&As as a means to increase the company’s revenues and market share, effectiveness and survival. To achieve this purpose, we used the schematic view (Ranson et al., 1980; Lau and Woodman, 1995; Locke, 2002; Yin and Jing, 2014), which allows us to identify a number of key issues and critical factors that facilitate and support the management and/or ownership decision-making process in increasing the company’s appeal on the market and growth’s opportunity. Several trends characterising the luxury business have been identified. Various growth drivers allow for the identification of the factors that have been crucial in the luxury business in the last few years. Thanks to the examination of the global market trends, I outlined growth opportunities for luxury companies. Growth might be achieved both externally and internally. I compared the various strategies that companies might implement, in order to identify their strengths and weaknesses. As far as external growth is concerned, the relations between companies and their contexts create opportunities for greater competitive advantages, as well as for increases in size. Business combinations are a means for the external growth. Since companies are not self-sufficient, they might have to obtain resources and skills from partners in the form of business combination. Both formal and informal deals are used in the luxury business. In particular, strategic alliances are frequently resorted to as a form of formal business combination, and subcontracting is widely used as a form of informal business combination. Lastly, M&As have been considered as a means to increase the company’s revenues and market share, effectiveness and survival. M&As are usually performed with the purpose of achieving external growth and integration is crucial to the success of any such operation.
Mergers and Acquisitions (M&As) in the Luxury Business
GIACOSA, Elisa
2012-01-01
Abstract
The book focuses on the analysis of the particular characteristics of the business model of companies operating in the luxury business, especially to support a profitable growth. In addition, it analyzes M&As as a means to increase the company’s revenues and market share, effectiveness and survival. To achieve this purpose, we used the schematic view (Ranson et al., 1980; Lau and Woodman, 1995; Locke, 2002; Yin and Jing, 2014), which allows us to identify a number of key issues and critical factors that facilitate and support the management and/or ownership decision-making process in increasing the company’s appeal on the market and growth’s opportunity. Several trends characterising the luxury business have been identified. Various growth drivers allow for the identification of the factors that have been crucial in the luxury business in the last few years. Thanks to the examination of the global market trends, I outlined growth opportunities for luxury companies. Growth might be achieved both externally and internally. I compared the various strategies that companies might implement, in order to identify their strengths and weaknesses. As far as external growth is concerned, the relations between companies and their contexts create opportunities for greater competitive advantages, as well as for increases in size. Business combinations are a means for the external growth. Since companies are not self-sufficient, they might have to obtain resources and skills from partners in the form of business combination. Both formal and informal deals are used in the luxury business. In particular, strategic alliances are frequently resorted to as a form of formal business combination, and subcontracting is widely used as a form of informal business combination. Lastly, M&As have been considered as a means to increase the company’s revenues and market share, effectiveness and survival. M&As are usually performed with the purpose of achieving external growth and integration is crucial to the success of any such operation.
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