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Come fa Bending Spoons a decidere chi acquisire?
Summary
Bending Spoons prioritizes three fundamental features when selecting acquisition targets, focusing on the dimension of the company. The CEO emphasizes the importance of radical transformations in acquired companies, which includes rewriting code and redesigning infrastructure. This approach aims to enhance the overall product and user experience.
The strategy advocates for fewer, larger acquisitions rather than numerous small ones, suggesting that significant transformations do not scale linearly with a business's economic potential. By limiting the number of acquisitions to one to six per year, the company seeks to ensure that each target has sufficient potential for transformation.
Perspectives
short
Bending Spoons Acquisition Strategy
- Prioritizes three fundamental features in acquisition targets
- Emphasizes radical transformations of acquired companies
- Advocates for fewer, larger acquisitions to maximize potential
Neutral / Shared
- Focuses on the dimension of the company in acquisition decisions
- Highlights the importance of user experience during transformations
Metrics
acquisitions
maximum of six per year units
the number of acquisitions planned annually
This limit reflects a cautious growth strategy.
we try to do one, two, five, six, maximum acquisition in the year
Key entities
Timeline highlights
00:00–05:00
Bending Spoons focuses on three fundamental features when selecting acquisition targets, emphasizing the dimension of the company. The CEO advocates for radical transformations of acquired companies, suggesting a preference for fewer, larger acquisitions to maximize potential.
- Bending Spoons has a straightforward approach to selecting acquisition targets, focusing on three fundamental features, including the dimension of the company. The CEO suggests that their strategy involves radical transformations of the acquired companies, which includes rewriting significant portions of code and redesigning infrastructure. This indicates a belief that such transformations are essential for maximizing the potential of the acquired business
- The process of transformation is noted to not scale linearly with the economic potential of a business, leading to the assumption that acquiring fewer, larger companies may be more beneficial than many smaller ones. This implies a strategic preference for quality over quantity in acquisitions. The CEO expresses a goal of limiting acquisitions to a maximum of six per year, suggesting a cautious approach to growth
- There is an acknowledgment of the time required for these transformations, which may raise questions about the efficiency and effectiveness of the acquisition strategy. The CEO indicates that while they aim for significant changes, there may be uncertainties regarding how these changes will impact user experience and overall success. This reflects a potential doubt about balancing rapid transformation with maintaining a positive user experience