BUSINESS INFORM №12-2016

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Section: Investment Processes
UDC 330.332:339.944
Maliuta I. A., Lapovets I. A.
Mergers and Acquisitions as one of the Investment Strategies of TNCs (p. 59 - 65)
The article is aimed at identifying substance and objectives of the strategy of mergers and acquisitions as one of the investment strategies of TNCs, exploring trends in the market of mergers and acquisitions worldwide. It is found that the strategy of mergers and acquisitions is a system of measures to transform several companies into one and represents a complex of actions, directed to increase in the total asset value through the synergistic effect. It is found that this strategy is one of the principal investment strategies of TNCs and is actively used for the basic strategies of stabilization (protection) and reduction. The positive effects of M&A for TNCs have been determined, possible threats have been provided. It is found that the market environment in 2015 was conducive to mergers and acquisitions, as evidenced by the total value of the concluded deals – 4.3 US Dollars Trillion. The largest share of M&A in 2015 falls on both the health care and the energy sector. By the regional distribution, the greatest activity of M&A was observed in the North America and the Asia-Pacific region.
Keywords: mergers and acquisitions, investment strategy, transnational corporations
Fig.: 4. Tabl.: 3. Bibl.: 15.

Maliuta Iryna A. – Candidate of Sciences (Economics), Associate Professor, Associate Professor, Department of International Economic Relations, University of Customs and Finance (2/4 Volodymyra Vernadskoho Str., Dnipro, 49004, Ukraine)
Email: [email protected]
Lapovets Iryna A. – Student, Faculty of Management, University of Customs and Finance (2/4 Volodymyra Vernadskoho Str., Dnipro, 49004, Ukraine)
Email: [email protected]

Article is written in Ukrainian
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Reference to this article:
Maliuta, Iryna A., and Lapovets, Iryna A. (2016) “Mergers and Acquisitions as one of the Investment Strategies of TNCs.” Business Inform 12:59–65.

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