Tyco Case Analysis

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From the 1990’s into the 2000’s, the conglomerate Tyco International expanded rapidly, acquiring many diverse businesses. Tyco seemed to seek to consolidate a previously fragmented industry in each of the industries it competes in. Tyco refused to enter into risky hostile takeovers, instead they looked for companies that made basic products and have a strong market presence, however, less profitable than their peers. The firm would investigate each potential target, approach them with the acquisition idea, if the company would buy into Tyco’s idea, they would then audit their books to determine their potential prior to making a formal bid. Once the acquisition was complete, Tyco would restructure the business model and replace top managers with their own team because cost cutting and obtain scale economies would become their focus, with incentives for executives whose units reach earnings objectives. The strategy TYCO was using is A unrelated diversification strategy which moved the company into a new activity that has no obvious commonalities with any of the acquiring company’s existing activities. TYCO was expected to benefit from unrelated diversification through the exploitation of general organizational competencies. Tyco’s acquisition strategy brought benefits to the firm throughout the 1990’s, as well as raising potential future weaknesses. For example, the success of its acquisition strategy led to the high debt that brought the stock price down, questioning the company’s ethics. In the 2000’s, unrelenting rumors of financial inaccuracies and the CEO Dennis Kozlowski and CFO Mark Swartz being charged with tax evasion, and obscure financial reporting, pointed to ethical problems as a cultural norm for Tyco to disguise Tyco’s business model was failing. Tyco’s stock began to underperform, and trade with a diversification discount

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