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BUS213E : Innovation And Technology Management
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BUS213E : Innovation And Technology Management
0 Download6 Pages / 1,311 Words
Course Code: BUS213E
University: Vesalius College
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Country: Belgium
Question:
1. According the passage above we can see that big amounts are spent on external acquisitions. Elaborate on the different reasons for technology acquisition and the main success factors behind these acquisitions.
2. Research and Development is a form of internal acquisition. Reflect on this form while making a comparison between R&D and external acquisition as two different ways of acquisition. Give examples to support your discussion
3. Choose one of the companies listed above, visit its website and other web pages you find interesting for your search, and elaborate on its latest innovation, and the different activities related to technology acquisition at this company.
Answer:
1. There are several reasons for technology acquisitions. For a company to survive in these competitive market, sometimes acquisitions can help in survival of the company despite giving up its identity. A number of banks had to merge during the financial crisis. Another reason is the reduction of costs if the companies have same services and products. The acquisition can help the business in streamlining and integrating their support functions and reduce their operating costs (Segarra-Ciprés, Roca-Puig and Bou-Llusar 2014). With a low total production cost and high volume, the businesses can increase their total profits. For company leaders who have not thought about their next successor, they can easily merge with other renowned companies. Sometimes the companies spend huge amount in external acquisitions for diversifying their services and products. The external acquisitions can also be made to gain a larger market share or gain a competitive advantage (Teirlinck and Spithoven 2013). The acquisitions can be made so that the company can expand into other markets or gain a better marketing and distribution network. The technological acquisitions can be made to increase the capability of a particular business. It can be better research and development prospective and manufacturing options.
There are several success factors behind every technological acquisitions. Due to the acquisitions, companies can invest in diligence to analyze a proper integration between the companies. The soft factors such as technology quality and talent can be integrated with hard factors such as synergies and valuation. Another factor is that it can be used as a strategic advantage for faster decision making. Moreover, the operating model which is acquired through the acquisitions are more or less kept the same or a transitioning plan is created to support the organizational goals of the businesses. The technological acquisitions also ensures that the acquired companies’ informal factors are not lost. A successful integration is done by identifying the external as well as the internal proof points to create integration success.
2. R&D can be termed as a type of internal acquisition as it is used to generate technical ideas and knowledge for increasing the capabilities of manufacturing processes, services and new products (Çetindamar, Phaal and Probert 2016). It can be compared to an external acquisition as the activities that are related to it are used to create original products from ideas for distribution, manufacturing and other purposes.
The technological goals of a company are decided at the corporate levels and are usually transferred to the research and development team to create new products. In external acquisitions, the firms use the research and development capabilities of another research company such as universities. The innovations are sourced and the companies have to collaborate with other institutions (Denicolai, Ramirez and Tidd 2016). The decisions related to making and buying products are difficulty and proper relationship needs to be present between the institutions for proper collaboration. Samsung has collaborated with the University of Canberra to provide high quality OLED displays for their upcoming devices. The company uses the knowledge of the external institutions to fund their research and development process. An example of internal acquisition will be the acquisition of Motorola Company by Google. Just like research and development, in external acquisition the initial steps involve setting a goal and finding suppliers of technology (Mata and Woerter 2013). The partners who are involved in the collaboration along with the cntent and objectives are taken into context during an external acquisition. Just like a research and development cycle, the technology is transferred to the buyer after it is developed and tested in a external acquisition. The collaboration and coordination of the entire process are managed by a group of people who maintain the long term collaboration for the betterment of both the parties. The company can even contract out the research and development process to develop a new product in an external acquisition. The licensing of both the acquisition processes can be compared which involves the using of a product o package by holding a license of its usage that involves the price negotiation as well as what is available in the product. Both the acquisition methods help to enhance the adoption of advanced technologies and decreases the chances of failure of the developing technology.
3. In 2014, Google bought Motorola mobility to increase its gadget and hardware sector. The acquisition was made by Google for around 12 billion dollars but was later sold off at a cheaper rate . Still, the acquisition helped Google to step into the hardware mobile business such as Pixel phones and Home assistants from the software based model of the business. The company initially rolled up the Nexus lineup phones but in 2016, the company unveiled its first pixel phones. The acquisition of Motorola helped them to make innovation in control end to end user experience (Hung and Chou 2013). It also helped google to start a development program to change its ecosystem of in house platforms and products.
The Pixel mobile has an aluminum chassis and a fingerprint sensor. It has a USB C connector and has a 3.5 mm headphone jack. The acquisition of the hardware section helped them to develop a 1080p AMOLED display with a camera that is still one of the top performers in the flagship mobile segment. The camera is capable of capturing a photo at 10 frames at a time and stitches them together to form a single image. The device comes with the latest OS of Google and is updated in a regular basis (Ferraris, Santoro and Dezi 2017). A live technical support is also present in the device which sets this innovation apart from the rest of the devices.
Since the acquisition, Google has increased their portfolio of hardware devices of their own branding. One such device is Google Home. The device has the capacity to allow the customers to provide voice noted to interact with their services. The device allows users to use the mic for receiving news updates, control and play music and integrate with third party apps. The research and development team of the acquired company did a good job in making these device commercial in a tight time schedule effectively (Berchicci 2013).
The acquisition helped Google to boost its sales of Google TV service. The service allows the user to access online videos through set top boxes. Besides trying to control their own range of hardware devices, the company specifically bought Motorola to compete with Apple and create a proper iconic device just like the IPhone.
References:
Berchicci, L., 2013. Towards an open R&D system: Internal R&D investment, external knowledge acquisition and innovative performance. Research Policy, 42(1), pp.117-127.
Çetindamar, D., Phaal, R. and Probert, D., 2016. Technology management: activities and tools. Macmillan International Higher Education.
Denicolai, S., Ramirez, M. and Tidd, J., 2016. Overcoming the false dichotomy between internal R&D and external knowledge acquisition: Absorptive capacity dynamics over time. Technological Forecasting and Social Change, 104, pp.57-65.
Ferraris, A., Santoro, G. and Dezi, L., 2017. How MNC’s subsidiaries may improve their innovative performance? The role of external sources and knowledge management capabilities. Journal of Knowledge Management, 21(3), pp.540-552.
Hung, K.P. and Chou, C., 2013. The impact of open innovation on firm performance: The moderating effects of internal R&D and environmental turbulence. Technovation, 33(10-11), pp.368-380.
Mata, J. and Woerter, M., 2013. Risky innovation: The impact of internal and external R&D strategies upon the distribution of returns. Research Policy, 42(2), pp.495-501.
Segarra-Ciprés, M., Roca-Puig, V. and Bou-Llusar, J.C., 2014. External knowledge acquisition and innovation output: an analysis of the moderating effect of internal knowledge transfer. Knowledge Management Research & Practice, 12(2), pp.203-214.
Teirlinck, P. and Spithoven, A., 2013. Research collaboration and R&D outsourcing: Different R&D personnel requirements in SMEs. Technovation, 33(4-5), pp.142-153.
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