When and When Not to Vertically Integrate

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Vertical integration is a risky strategy — complex, expensive, and hard to reverse. Yet some companies jump into it without an adequate analysis of the risks. The authors have developed a framework to help managers decide when it's useful to vertically integrate and when it's not. They examine four common reasons to integrate and warn managers against a number of other, spurious reasons. Their primary advice: don't vertically integrate unless it is absolutely necessary to create or protect value.   

John Stuckey and David White are partners in the Sydney office of McKinney & Company.

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