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Designing A New Business Model: Science or Art

Whether driven by a recent merger or acquisition, a need to consolidate several past acquisitions that have been ineffectively or poorly-integrated, or to reposition the business for the new world ahead, many companies are likely to undertake some kind of organisational restructuring in the coming years. Major initiatives are not only underway in headline-grabbing areas such as automotive, banking and retail, but even across ‘safer’ sectors such as pharmaceuticals (Merck, Pfizer), infrastructure (British Telecom, Centrica), and public sector (Royal Mail).

Without wishing to add our voice to the current zeitgeist of seismic paradigm shifts, we are seeing many businesses considering the need not merely to adjust incrementally or improve their current business model, but to fundamentally reassess and rebuild it from the ground up to prepare for a post-recession world that will be markedly different to that of the past. As Paul Staples, Head of UK Corporate Finance at BNP Paribas states, “Companies have increasingly realised that tactical responses tend to disguise the growing imperative to redesign their business models to achieve sustainable returns within a new economic order. Acquisition assessment criteria...

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