When to walk away from deal

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<rdf:Description>
<dc:creator>Cullinan, Geoffrey</dc:creator>
<dc:creator>Le Roux, Jean-Marc</dc:creator>
<dc:creator>Magnus Weddigen, Rolf</dc:creator>
<dc:date>2004-04-01</dc:date>
<dc:description xml:lang="es">Deal 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. </dc:description>
<dc:identifier>https://documentacion.fundacionmapfre.org/documentacion/publico/es/bib/57190.do</dc:identifier>
<dc:language>eng</dc:language>
<dc:rights xml:lang="es">InC - http://rightsstatements.org/vocab/InC/1.0/</dc:rights>
<dc:subject xml:lang="es">Empresas</dc:subject>
<dc:subject xml:lang="es">Estrategia empresarial</dc:subject>
<dc:type xml:lang="es">Artículos y capítulos</dc:type>
<dc:title xml:lang="es">When to walk away from  deal</dc:title>
<dc:title xml:lang="es">Título: Harvard business review</dc:title>
<dc:relation xml:lang="es">En: Harvard business review. - Boston. - April 2004 ; p. 96-104</dc:relation>
</rdf:Description>
</rdf:RDF>