Marking the mother of all mergers
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The Sprint/Nextel merger announced earlier this month is only the latest can&#39;t-miss-guaranteed-to-increase-profits combination to hit the airwaves.
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Five weeks into the new year, the merger juggernaut is at full tilt. The biggest deals weigh in at tens of billions of dollars and unite companies that are household names: Gillette and Procter &amp; Gamble . AT&amp;T and SBC Communications . Travelers Life &amp; Annuity and MetLife .
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With merger and acquisition fever said to be waning, which deals will be the ones to work out?
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A look back at the telltale signs of one company's meteoric rise.
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The leading vendors in the data warehousing market are running scared of new entrants to the market that are offering data warehouse appliances (i.e. pre-integrated hardware, software, storage combinations) that can offer greatly superior performance at a significantly lower price.  In this white paper we will dispel the 'fog of war' that currently pervades the data warehousing landscape, dismissing those question marks that are irrelevant and gratuitous, but highlighting any genuine issues that need to be addressed.
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The Nasdaq begins its spectacular collapse, signaling the end of the dot-com boom. Compiled by Tony Long.
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Darwin may work in the flat enterprise software market--mergers and acquisitions are expected to increase the clout of leading firms.
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A look back at the Holy Grail of ultimate growth stocks.
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How to merge profit, principle and purpose to serve an expanding list of constituencies.
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The oil giant Shell yesterday unveiled plans to merge its British and Dutch halves into a single company under the control of a unified board in what marks the most sweeping
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The business intelligence software company joins the M&A spree.
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Intuit's move to acquire financial services vendor Digital InsightÂ this week, Â and 3Com Corp.'s deal to buy out Huawei Technologies Co. Ltd's stake in their joint venture are signs that mergers and acquisitions activity continues unabated. The question is what this means for technology generally.
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As mergers surge, which deals will work out?
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Mike Arrington is doing a great job of laying out the options for Yahoo wrt Microsoft's offer to buy them out. He's written two pieces that helped put it together for me. Mike clearly has great sources in the investment banking community and among potential buyers of Yahoo, and is actively talking with them. He's got a business lawyer's mind and, as you know I'm sure, he's spent the last few years immersed in web applications.  Bottom-line: Yahoo's three choices are: 1. Tough it out alone. 2. Sell advertising rights to Google. 3. Accept Microsoft's offer.  Mike argues that option 1 would result in shareholder lawsuits and in the end would get Yahoo nowhere because they'd end up selling to Microsoft eventually. Option 2 would enable them to pay a major cash dividend to their shareholders, making up for the lost windfall coming from Microsoft's offer. Options 2 and 3 have the risk of being rejected by government regulators.  Now, as a member of Yahoo's developer community, and generally a respector of Yahoo (is that a word) -- I say take the deal. I don't think Yahoo has ever had leadership that has been up to navigating the treacherous waters of tech industry economics and politics. At least with the Microsoft acquisition they would get one -- Ray Ozzie. He's a guy you can sit across the table from and plot something out and he can deliver. I've had many good meetings with Yahoo people, but rarely have they resulted in action. From my own selfish point of view, Microsoft owning Yahoo might mean that Ray makes more trips to the Bay Area (figuratively) and when he sits down, we can talk about new open interfaces and developer programs for Yahoo properties. I've read most of the commentary on the Yahoo deal, and the other piece that made an impression was Mark Cuban's. He says that Yahoo should accept the Microsoft deal because it would give them the breathing room they need re Wall Street. He argues that the market has always allowed Microsoft to sink resources into developing markets, and that's exactly what Yahoo needs to become the organization that it has been trying to be. Instead, the market treats Yahoo as a comp to Google, but Yahoo doesn't have the economics of Google, so that's, long-term, a losing battle.  There's one more reason I think Yahoo should sell to Microsoft -- the fatigue of the people. The company has been wobbly too long. If they don't take the Microsoft offer it's going to be a long wobbly decline and the shareholders will be right to be angry. Here's their chance to get out, it's time, so just do it.
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It is common for a merger battle to involve a healthy dose of public posturing on issues such as price and logistics. But while such maneuvering typically plays out in the media, or during analyst forums, it&#39;s rare to see it happen in a courtroom.
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As merger fever hits new highs, which deals will work out?
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