Danaher's 25-year history of acquisition-driven expansion had produced healthy stock prices as well as above-average growth and profitability for more than 20 years; however, since mid-2007, Wall Street questioned the scalability of the company's corporate strategy and its reliance on acquisitions. Prudential Equity Group had downgraded Danaher to underweight status, citing concerns over its inadequate organic growth. In March 2009, its CEO wondered how to keep growing a company that faced changing world-wide economic circumstances, pressure from low-cost manufacturers, new competitors, flat or declining demand for company products, price increases for certain raw materials, and criticism from market analysts. Should he consider changing Danaher's growth strategy, or should he be confident that past successes were sustainable? Should he consider changes to the way Danaher made acquisitions or attempt aggressive organic growth? Should Danaher make larger acquisitions or increase the pace of deal making or would the answer lie in tighter integration of targets within each platform, where additional value could be created?

【書誌情報】

ページ数：26ページ

サイズ：A4

商品番号：HBSP-UV4256

発行日：2010/3/31

登録日：2014/4/21