| Summary: | 碩士 === 國立臺灣科技大學 === 管理研究所 === 100 === This case is regarding the merger into Alpha Network has accepted by the board of director at Cellvision Systems, an IP Camera solution providers in 2006. The general manger Eric has to perform his duties, but the executive VP Robert is quite clear about the software RD director Angus and his team members will certainly choose to leave to against the merger. The members of management team held several meetings to discuss and evaluate another proposal – 30% loss of sales revenue from the parent company, prepare to break up with parent company and then confront the risk alone. The IP Camera market has just begun, full of opportunities. The management team has very high expectations of IP Camera market, how they choose will deeply affect the future of Cellvision Systems.
This case study will discuss a merger, starting with evaluating the fundamental elements of internal resources and external competitive environment, from two different points of view to examine the competitive advantage. The reasons of merger are to collect the similar resources and the recombination of unique abilities from the internal and external resources through mergers and acquisitions (M&A) activities in order to create higher value and become the future source of competitive advantage. For sustained competitive advantage, this source must combine the intangible assets and operations of corporation into intellectual capital. Furthermore, staff (human beings) is the most important assets, the competitive advantage, the resources-based and intellectual capital are created by them. To avoid the resistance and increase the M&A synergy, it is not only to extend the organizational commitment, but also to understand the impact of the informal organization. It becomes the major tasks to plan the appropriate M&A strategies and give priority to the corporation. This case study strives to combine the theory and practical experiences in hopes of providing a solid reference for M&A within a corporation. Related theories include Competitive Advantage, Resources-Based Theory, Intellectual Capital, Organizational Commitment and Informal Organization.
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