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Das essential bietet, basierend auf einer systematischen Beschreibung von Einsatzmöglichkeiten und Fallbeispielen im Akquisitionsprozess, eine praxisorientierte Einführung in das Business Wargaming. Dabei wird der hohe Integrationsgrad von Business Wargaming mit klassischen Strategieinstrumenten aus dem Strategieprozess verdeutlicht. Auf dieser Basis beschreibt der Autor die Entwicklung strategiekonformer Akquisitionsprojekte, die konsistent zur Zielerreichung beitragen. Leser erhalten wertvolle Hinweise für die individuelle Konzeption von Business Wargames für strategische, taktische und operative Fragen von der Entwicklung der M&A-Strategie bis zur Post-Merger-Integration. Der Inhalt  Grundlagen systematischer und dynamischer Strategiearbeit Business Wargaming als komplementäres Instrument für die Strategiearbeit Business Wargaming für systematische M&A-Entscheidungen Die Zielgruppen  Studierende und Dozierende der Betriebswirtschaftslehre Unternehmer, Führungskräfte, Berater und Beraterinnen Der Autor Prof. Dr. Jan-Philipp Büchler ist Inhaber der Professur für Unternehmensführung und Global Business Management sowie Direktor des interdisziplinären Center for Applied Studies & Education in Management (CASEM) an der Fachhochschule Dortmund.

Leadership. --- Business Strategy/Leadership. --- Ability --- Command of troops --- Followership --- Business enterprises --- Purchasing. --- Purchase of business enterprises --- Strategic planning. --- Business Strategy and Leadership. --- Goal setting (Strategic planning) --- Planning, Strategic --- Strategic intent (Strategic planning) --- Strategic management --- Planning --- Business planning

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Technology-focused acquisitions are an important complement to the firm's internal product development efforts. There is considerable heterogeneity when comparing individual technology-focused acquisitions - especially with respect to acquisition timing and the deal value. To resolve some of this heterogeneity the author introduces the novel distinction between performance- and functionality-focused acquisitions. He characterizes this distinction based on a theoretical analysis, a qualitative study, and turns to a sample of acquisitions in the field of artificial intelligence for the quantitative study. There are two key findings. First, performance-focused acquisitions take place earlier in a target's life cycle than functionality-focused ones. Second, the deal value is - at a comparable stage in a target's life cycle - higher for performance-focused acquisitions. This thesis is relevant for management scholars and managers alike: Scholars learn about the implications of the distinction between performance- and functionality-focused acquisitions on markets for technology. Managers gain insights into how this distinction may guide their strategic decision making.

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