從Oracle的購併行動探討其成長策略

Abstract

Acquisitive growth strategies continue to be popular. Through the mergers and acquisitions (M&A), corporate not only reinforces its competitive position but expands its customer base to provide greater scale to increase its investment in R&D. Through the M&A, corporate accelerates innovation, as a result grows its earnings as well as the stockholder value. The success of a merger or acquisition depends on whether its synergy is achieved or not. This study provides an overview of Oracle’s strategic M&A and examines the effectiveness of its acquisition strategy. An active acquisition program is an important element among Oracle’s corporate strategy. Over the past three years, Oracle has dealt with 40 acquisitions including acquired PeopleSoft, Inc., a provider of enterprise applications software products; Siebel Systems, Inc., a provider of customer relationship management software; Hyperion Solutions Corporation, a provider of enterprise performance management and business intelligence software; and so many others. Oracle has evolved to the point that it is more dependent than ever on its acquired applications products to restore growth, deliver innovation and differentiation, and herald a new era of market leadership. Those acquisitions also enable Oracle to pool best business practices and technology to create even more competitive products for improving profitability and enabling greater investment for future competitive advantage. Its acquisition strategy has transformed the company. In terms of Resource-Based theory applying to acquisitions, this view suggests that resources may motivate and direct acquisitive growth. In this study, Oracle is using its technical and financial resources to solve problems in enterprise application market for their customers as well as consolidate its position as a leader in the enterprise applications marketplace. This study can be a reference for firms who want to adopt strategic M&A as corporate growth strategy.

Acquisitive growth strategies continue to be popular. Through the mergers and acquisitions (M&A), corporate not only reinforces its competitive position but expands its customer base to provide greater scale to increase its investment in R&D. Through the M&A, corporate accelerates innovation, as a result grows its earnings as well as the stockholder value. The success of a merger or acquisition depends on whether its synergy is achieved or not. This study provides an overview of Oracle’s strategic M&A and examines the effectiveness of its acquisition strategy. An active acquisition program is an important element among Oracle’s corporate strategy. Over the past three years, Oracle has dealt with 40 acquisitions including acquired PeopleSoft, Inc., a provider of enterprise applications software products; Siebel Systems, Inc., a provider of customer relationship management software; Hyperion Solutions Corporation, a provider of enterprise performance management and business intelligence software; and so many others. Oracle has evolved to the point that it is more dependent than ever on its acquired applications products to restore growth, deliver innovation and differentiation, and herald a new era of market leadership. Those acquisitions also enable Oracle to pool best business practices and technology to create even more competitive products for improving profitability and enabling greater investment for future competitive advantage. Its acquisition strategy has transformed the company. In terms of Resource-Based theory applying to acquisitions, this view suggests that resources may motivate and direct acquisitive growth. In this study, Oracle is using its technical and financial resources to solve problems in enterprise application market for their customers as well as consolidate its position as a leader in the enterprise applications marketplace. This study can be a reference for firms who want to adopt strategic M&A as corporate growth strategy.