Companies that deploy radical M&A strategies are buying the future.
These are all prime examples of Radical M&A: paying a premium to own the Category King in the emerging or tangentially relevant category.
When a company like Salesforce shells out $27.7 billion for Slack, they aren’t buying the brand, the revenue, or the customer base today, as much as they are the company’s leadership position in a category they believe will be much bigger, and much more dominant tomorrow. And since we know Category Kings capture 76% of the economics of the category they own, if the “Company Communications” category continues to grow, it’s reasonable to assume the Category King (Slack) will reap the majority of the rewards.
Said differently: Salesforce didn’t just buy Slack. They bought the leadership position in the exciting, emerging category Slack dominated.
They bought the future. A very different future.
In this “mini-book” you will learn:
Short, sweet, and jam-packed with incredibly valuable insights, this “mini-book” gives you a glimpse into how companies that make misunderstood acquisitions in the moment go on to dominate their category long into the future.