B2C Cross-border e-Commerce Export Growth Strategy according to Chinese Consumption Change

Mergers and acquisitions are a strategic choice. Favorable regulatory environments, economic expansion, the emergence of new technologies, high stock prices, and liquidity in credit markets have all contributed to creating “waves” of M&A characterized by periods of high and low transaction volumes. M&A is a high-risk growth strategy, with ample evidence demonstrating that buyers struggle to capture value from their transactions. Yet, the Oxford M&A Insights Project found that almost two-thirds (64%) of respondents indicated that their company is “very likely” or “likely” to conduct future transactions. This chapter provides an overview of the strategic options for M&A and how firms develop their M&A strategies. The tools, templates, best practices, potential pitfalls, and a case example of how to go about setting a clear M&A strategy are also addressed, along with the main participants, core activities, buyer’s and seller’s perspectives, and key cross-border considerations.

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From manufacturing-led export growth to a twenty-first-century inclusive growth strategy: Explaining the demise of a successful growth model and what to do about it

10.35188/unu-wider/2018/618-0 ◽

2018 ◽

Cited By ~ 3

Author(s):

Joseph E. Stiglitz

Keyword(s):

Growth Model ◽

Growth Strategy ◽

Export Growth ◽

First Century ◽

Inclusive Growth ◽

Twenty First Century

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Revisiting the concentration versus spreading debate as a successful export growth strategy: the case of UK SMEs exporting agricultural-related products

Entrepreneurship and Regional Development ◽

10.1080/089856200283081 ◽

2000 ◽

Vol 12 (1) ◽

pp. 49-67 ◽

Cited By ~ 19

Author(s):

Dave Crick ◽

Shiv Chaudhry ◽

Stephen Batstone

Keyword(s):

Growth Strategy ◽

Export Growth

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Export Growth Strategy through Comparison of Korea and China's Cosmetics Export Competitiveness

International Commerce and Information Review ◽

10.15798/kaici.14.2.201206.317 ◽

2012 ◽

Vol 14 (2) ◽

pp. 317-346 ◽

Cited By ~ 1

Author(s):

Ji-Hye Park ◽

박철호

Keyword(s):

Growth Strategy ◽

Export Growth ◽

Export Competitiveness

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A Comparative Study of Cross-Border and Domestic Acquisition Performances in the South Korean M&A Market: Testing the Two Competing Theories of Culture

Sustainability ◽

10.3390/su11082307 ◽

2019 ◽

Vol 11 (8) ◽

pp. 2307 ◽

Cited By ~ 2

Author(s):

Sung-Jun Lee ◽

Soojin Kim ◽

Joongwha Kim

Keyword(s):

Cultural Differences ◽

Theoretical Explanation ◽

Growth Strategy ◽

Sustainable Growth ◽

Social Constructivist ◽

Sustainable Competitive Advantage ◽

Cross Border ◽

Acquiring Firms ◽

The Social ◽

The Stability

To gain a sustainable competitive advantage through cross-border mergers and acquisitions (M&As), acquiring firms need to correctly anticipate the consequences of national cultural differences. By comparing the cultural antecedents as well as the performances of domestic M&As (DMA) and cross-border M&As (CMA) in the Korean M&A market from 1999 to 2007, this study aims to gauge whether CMAs can be a viable option for a sustainable growth strategy. This paper tests two conflicting hypotheses (H) regarding the effects of cultural differences. From the perspective of the essentialist (“classic”) concept of culture, DMAs will outperform CMAs (H1) because culture clashes may take place less often in DMAs than in CMAs. However, from the perspective of the social constructivist concept of culture, the post-merger performance will be dependent upon the stability and legitimacy of the intergroup status relations between the acquiring and acquired firms regardless of whether it is DMA or CMA (H2). This study also scrutinizes the moderating effects of the level of integration on these two hypothesized relationships (H3 and H4). The results of this paper demonstrate that the social constructivist concept of culture overall provides a better theoretical explanation.

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From Manufacturing-Led Export Growth to a Twenty-First Century Inclusive Growth Strategy

Inequality in the Developing World ◽

10.1093/oso/9780198863960.003.0012 ◽

2021 ◽

pp. 284-318

Author(s):

Joseph E. Stiglitz

Keyword(s):

Growth Strategy ◽

Export Growth ◽

First Century ◽

Export Strategy ◽

Past Half Century ◽

New Development ◽

Market State ◽

Dynamic Comparative Advantage ◽

Reserve System ◽

Past Half

Success in economic development over the past half-century was based on manufacturing-led export growth. Because the share of global employment in manufacturing is set to continue to decline, manufacturing will not play the same role in the future. The author deconstructs what enabled manufacturing to generate growth and structural transformation. The strategy proposed is multi-pronged, addressing separately, in different sectors, the challenges of learning, foreign exchange, and employment. A carefully designed, coordinated multi-sector strategy, with sectoral policies in agriculture, natural resources, manufacturing, and especially services, has the prospect of attaining the same success as the old manufacturing-led export strategy. To implement it, countries will require active industrial policies based on a new understanding of dynamic comparative advantage. The creation of a global reserve system could help provide the finance required for success. New development strategies will require greater balance among the market, state, and community—a perspective articulated in the Stockholm Statement.

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