In partnership with RBC Capital Markets, MAPI examined how companies manage their mergers and acquisitions programs and transactions, including deal sourcing practices, internal deal communications practices and protocols, valuations and returns practices, due diligence processes, M&A perform
Growth & Innovation, Marketing, Marketing Communications, Digital Marketing, Lead & Demand Generation, Social Media Management, Strategic Marketing, Channel Management, Operations, Information Technology
Customer-centricity is on the rise. But are marketers in B2B manufacturing doing what they can to embrace it? MAPI teamed up with the experts at Oracle Marketing Cloud to survey sales and marketing leaders at global MAPI-member manufacturing companies headquartered across North America.
Fifty years ago, on a trip to China, the renowned Chicago economist Milton Friedman was shown some of the country's noteworthy public works programs in which hundreds of laborers were digging a canal with shovels.
Without product management, a company runs the risk of not growing in big, bold ways. Far too often, manufacturers’ innovation efforts yield little more than minor changes to existing products, rather than new forms of customer value.
Corporate development executives are stuck between a rock and hard place—the current M&A market is overvalued, but boards and shareholders look to them to complete deals to meet growth targets. And the importance of getting deals right has never been higher.
Synergies may justify valuations, but they pose serious challenges to realize. More than three-quarters of companies say they can’t reach return thresholds on M&A transactions without including synergies, but only a minuscule number find realizing these synergies straightforward.