25-year history of the company Danaher acquisition Managed Extensions prepare healthy stock prices, as well as above-average growth and profitability for over 20 years, but since mid-2007, Wall Street questioned the scalability of the corporate strategy of the company and its dependence on acquisitions. Prudential Equity Group downgraded Danaher in weight status, citing concerns about its lack of organic growth. In March 2009, its chief executive, wondering how to keep growing companies that are facing changes in the world economic conditions, the pressure from low-cost producers, new competitors, flat or declining demand for its products, higher prices for certain raw materials, and criticism from market analysts. Should he consider changing the company's growth strategy Danaher, or he must be sure that past success to be sustainable? If he will consider changes in the way Danaher made the acquisition or attempt aggressive organic growth? If Danaher make more acquisitions or increase the pace of transactions, or the answer lie in the integration objectives in each platform, where the additional cost can be created? "Hide
by Nadathur Sriram, LJ Bourgeois Source: Darden School of Business 28 pages. Publication Date: March 31, 2010. Prod. #: UV4256-PDF-ENG
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