When to walk away from deal
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| Tag | 1 | 2 | Value |
|---|---|---|---|
| LDR | 00000nab a2200000 i 4500 | ||
| 001 | MAP20071505290 | ||
| 003 | MAP | ||
| 005 | 20080418124557.0 | ||
| 007 | hzruuu---uuuu | ||
| 008 | 040518e20040401usa|||| | |00010|eng d | ||
| 040 | $aMAP$bspa | ||
| 084 | $a922.111 | ||
| 100 | 1 | $0MAPA20080215965$aCullinan, Geoffrey | |
| 245 | 1 | 0 | $aWhen to walk away from deal$cGeoffrrey Cullinan, Jean-Marc Le Roux, Rolf-Magnus Weddigen |
| 520 | 8 | $aDeal making is glamorous; due diligence is not. That simple statement goes along way toward explaining why so many companies have made so many acquisitions that have produced so little value. Due diligence all too often becomes an exercise in verifying the target's financial statements rather than conducting a fair analysis of the deal's strategic logic and the acquirer's ability to realize value from it. | |
| 650 | 1 | 1 | $0MAPA20080546991$aEmpresas |
| 650 | 1 | 1 | $0MAPA20080606091$aEstrategia empresarial |
| 700 | 1 | $0MAPA20080223731$aLe Roux, Jean-Marc | |
| 700 | 1 | $0MAPA20080286910$aMagnus Weddigen, Rolf | |
| 740 | 0 | $aHarvard business review | |
| 773 | 0 | $wMAP20077100345$tHarvard business review$dBoston$gApril 2004 ; p. 96-104 |