Sentences with phrase «acquisition by any other company»

Not exact matches

Important factors that could cause actual results to differ materially from those reflected in such forward - looking statements and that should be considered in evaluating our outlook include, but are not limited to, the following: 1) our ability to continue to grow our business and execute our growth strategy, including the timing, execution, and profitability of new and maturing programs; 2) our ability to perform our obligations under our new and maturing commercial, business aircraft, and military development programs, and the related recurring production; 3) our ability to accurately estimate and manage performance, cost, and revenue under our contracts, including our ability to achieve certain cost reductions with respect to the B787 program; 4) margin pressures and the potential for additional forward losses on new and maturing programs; 5) our ability to accommodate, and the cost of accommodating, announced increases in the build rates of certain aircraft; 6) the effect on aircraft demand and build rates of changing customer preferences for business aircraft, including the effect of global economic conditions on the business aircraft market and expanding conflicts or political unrest in the Middle East or Asia; 7) customer cancellations or deferrals as a result of global economic uncertainty or otherwise; 8) the effect of economic conditions in the industries and markets in which we operate in the U.S. and globally and any changes therein, including fluctuations in foreign currency exchange rates; 9) the success and timely execution of key milestones such as the receipt of necessary regulatory approvals, including our ability to obtain in a timely fashion any required regulatory or other third party approvals for the consummation of our announced acquisition of Asco, and customer adherence to their announced schedules; 10) our ability to successfully negotiate, or re-negotiate, future pricing under our supply agreements with Boeing and our other customers; 11) our ability to enter into profitable supply arrangements with additional customers; 12) the ability of all parties to satisfy their performance requirements under existing supply contracts with our two major customers, Boeing and Airbus, and other customers, and the risk of nonpayment by such customers; 13) any adverse impact on Boeing's and Airbus» production of aircraft resulting from cancellations, deferrals, or reduced orders by their customers or from labor disputes, domestic or international hostilities, or acts of terrorism; 14) any adverse impact on the demand for air travel or our operations from the outbreak of diseases or epidemic or pandemic outbreaks; 15) our ability to avoid or recover from cyber-based or other security attacks, information technology failures, or other disruptions; 16) returns on pension plan assets and the impact of future discount rate changes on pension obligations; 17) our ability to borrow additional funds or refinance debt, including our ability to obtain the debt to finance the purchase price for our announced acquisition of Asco on favorable terms or at all; 18) competition from commercial aerospace original equipment manufacturers and other aerostructures suppliers; 19) the effect of governmental laws, such as U.S. export control laws and U.S. and foreign anti-bribery laws such as the Foreign Corrupt Practices Act and the United Kingdom Bribery Act, and environmental laws and agency regulations, both in the U.S. and abroad; 20) the effect of changes in tax law, such as the effect of The Tax Cuts and Jobs Act (the «TCJA») that was enacted on December 22, 2017, and changes to the interpretations of or guidance related thereto, and the Company's ability to accurately calculate and estimate the effect of such changes; 21) any reduction in our credit ratings; 22) our dependence on our suppliers, as well as the cost and availability of raw materials and purchased components; 23) our ability to recruit and retain a critical mass of highly - skilled employees and our relationships with the unions representing many of our employees; 24) spending by the U.S. and other governments on defense; 25) the possibility that our cash flows and our credit facility may not be adequate for our additional capital needs or for payment of interest on, and principal of, our indebtedness; 26) our exposure under our revolving credit facility to higher interest payments should interest rates increase substantially; 27) the effectiveness of any interest rate hedging programs; 28) the effectiveness of our internal control over financial reporting; 29) the outcome or impact of ongoing or future litigation, claims, and regulatory actions; 30) exposure to potential product liability and warranty claims; 31) our ability to effectively assess, manage and integrate acquisitions that we pursue, including our ability to successfully integrate the Asco business and generate synergies and other cost savings; 32) our ability to consummate our announced acquisition of Asco in a timely matter while avoiding any unexpected costs, charges, expenses, adverse changes to business relationships and other business disruptions for ourselves and Asco as a result of the acquisition; 33) our ability to continue selling certain receivables through our supplier financing program; 34) the risks of doing business internationally, including fluctuations in foreign current exchange rates, impositions of tariffs or embargoes, compliance with foreign laws, and domestic and foreign government policies; and 35) our ability to complete the proposed accelerated stock repurchase plan, among other things.

In 2013, for example, Magnetar and several other hedge funds sued over the acquisition by 3M (mmm) of biometrics company Cogent, seeking about 55 % more money for their shares in the target, which they claimed were priced too low.

The CFO is also focused on the long - term finances of the company in terms of forecasting as well as how the business might fund, say, an acquisition by borrowing or other means.

Such risks, uncertainties and other factors include, without limitation: (1) the effect of economic conditions in the industries and markets in which United Technologies and Rockwell Collins operate in the U.S. and globally and any changes therein, including financial market conditions, fluctuations in commodity prices, interest rates and foreign currency exchange rates, levels of end market demand in construction and in both the commercial and defense segments of the aerospace industry, levels of air travel, financial condition of commercial airlines, the impact of weather conditions and natural disasters and the financial condition of our customers and suppliers; (2) challenges in the development, production, delivery, support, performance and realization of the anticipated benefits of advanced technologies and new products and services; (3) the scope, nature, impact or timing of acquisition and divestiture or restructuring activity, including the pending acquisition of Rockwell Collins, including among other things integration of acquired businesses into United Technologies» existing businesses and realization of synergies and opportunities for growth and innovation; (4) future timing and levels of indebtedness, including indebtedness expected to be incurred by United Technologies in connection with the pending Rockwell Collins acquisition, and capital spending and research and development spending, including in connection with the pending Rockwell Collins acquisition; (5) future availability of credit and factors that may affect such availability, including credit market conditions and our capital structure; (6) the timing and scope of future repurchases of United Technologies» common stock, which may be suspended at any time due to various factors, including market conditions and the level of other investing activities and uses of cash, including in connection with the proposed acquisition of Rockwell; (7) delays and disruption in delivery of materials and services from suppliers; (8) company and customer - directed cost reduction efforts and restructuring costs and savings and other consequences thereof; (9) new business and investment opportunities; (10) our ability to realize the intended benefits of organizational changes; (11) the anticipated benefits of diversification and balance of operations across product lines, regions and industries; (12) the outcome of legal proceedings, investigations and other contingencies; (13) pension plan assumptions and future contributions; (14) the impact of the negotiation of collective bargaining agreements and labor disputes; (15) the effect of changes in political conditions in the U.S. and other countries in which United Technologies and Rockwell Collins operate, including the effect of changes in U.S. trade policies or the U.K.'s pending withdrawal from the EU, on general market conditions, global trade policies and currency exchange rates in the near term and beyond; (16) the effect of changes in tax (including U.S. tax reform enacted on December 22, 2017, which is commonly referred to as the Tax Cuts and Jobs Act of 2017), environmental, regulatory (including among other things import / export) and other laws and regulations in the U.S. and other countries in which United Technologies and Rockwell Collins operate; (17) the ability of United Technologies and Rockwell Collins to receive the required regulatory approvals (and the risk that such approvals may result in the imposition of conditions that could adversely affect the combined company or the expected benefits of the merger) and to satisfy the other conditions to the closing of the pending acquisition on a timely basis or at all; (18) the occurrence of events that may give rise to a right of one or both of United Technologies or Rockwell Collins to terminate the merger agreement, including in circumstances that might require Rockwell Collins to pay a termination fee of $ 695 million to United Technologies or $ 50 million of expense reimbursement; (19) negative effects of the announcement or the completion of the merger on the market price of United Technologies» and / or Rockwell Collins» common stock and / or on their respective financial performance; (20) risks related to Rockwell Collins and United Technologies being restricted in their operation of their businesses while the merger agreement is in effect; (21) risks relating to the value of the United Technologies» shares to be issued in connection with the pending Rockwell acquisition, significant merger costs and / or unknown liabilities; (22) risks associated with third party contracts containing consent and / or other provisions that may be triggered by the Rockwell merger agreement; (23) risks associated with merger - related litigation or appraisal proceedings; and (24) the ability of United Technologies and Rockwell Collins, or the combined company, to retain and hire key personnel.

However, its acquisition of the Chicago - based user design and app building company is a hat - tip to the need for a well - designed customer experience, which has fueled acquisitions completed in recent years by other large companies.

By building a better product and educating others in the industry, companies can achieve their goals of longevity, sustainability and talent acquisition.

In a letter posted on PR Newswire addressed to Media General's Chairman, CEO, and Board of Directors, Starboard Value LP expressed its concerns about the company's stance regarding certain offers currently on the table — one is a merger deal with Meredith Corp. and the other an acquisition by Nexstar Broadcasting.

As Businessweek writes, «Tech giants and other corporations that have grown by serial acquisition fear the Actelion precedent could expose them — at least in California — to open - ended liability over licensing disputes involving the smaller new - technology companies they are wont to gobble up like so many cocktail nuts.»

Among the factors that could cause actual results to differ materially are the following: (1) worldwide economic, political, and capital markets conditions and other factors beyond the Company's control, including natural and other disasters or climate change affecting the operations of the Company or its customers and suppliers; (2) the Company's credit ratings and its cost of capital; (3) competitive conditions and customer preferences; (4) foreign currency exchange rates and fluctuations in those rates; (5) the timing and market acceptance of new product offerings; (6) the availability and cost of purchased components, compounds, raw materials and energy (including oil and natural gas and their derivatives) due to shortages, increased demand or supply interruptions (including those caused by natural and other disasters and other events); (7) the impact of acquisitions, strategic alliances, divestitures, and other unusual events resulting from portfolio management actions and other evolving business strategies, and possible organizational restructuring; (8) generating fewer productivity improvements than estimated; (9) unanticipated problems or delays with the phased implementation of a global enterprise resource planning (ERP) system, or security breaches and other disruptions to the Company's information technology infrastructure; (10) financial market risks that may affect the Company's funding obligations under defined benefit pension and postretirement plans; and (11) legal proceedings, including significant developments that could occur in the legal and regulatory proceedings described in the Company's Annual Report on Form 10 - K for the year ended Dec. 31, 2017, and any subsequent quarterly reports on Form 10 - Q (the «Reports»).

This table does not include equity awards that have been assumed by Apple in connection with the acquisition of other companies.

The committee, which in January blocked one other high - profile acquisition of a U.S. company by a Chinese firm, has raised concerns about the security of U.S. citizens» private data in the Genworth deal.

Much of the venture activity in edtech in the US posits that edtech will look more like SAAS companies in other sectors, high growth driven by a stable low cost of user acquisition relative to life time value.

The company will use these funds to ramp up retailers» acquisition and to build integrated technology solutions for many other parts of the value chain, besides bulk ordering by buyers and order processing by Prozo.

Under the 2017 Plan, a change in control is defined to include (1) the acquisition by any person or company of more than 50 % of the combined voting power of our then outstanding stock, (2) a merger, consolidation, or similar transaction in which our stockholders immediately before the transaction do not own, directly or indirectly, more than 50 % of the combined voting power of the surviving entity (or the parent of the surviving entity), (3) a sale, lease, exclusive license, or other disposition of all or substantially all of our assets other than to an entity more than 50 % of the combined voting power of which is owned by our stockholders, and (4) an unapproved change in the majority of the board of directors.

Factors that could cause actual results to differ materially from those expressed or implied in any forward - looking statements include, but are not limited to: changes in consumer discretionary spending; our eCommerce platform not producing the anticipated benefits within the expected time - frame or at all; the streamlining of the Company's vendor base and execution of the Company's new merchandising strategy not producing the anticipated benefits within the expected time - frame or at all; the amount that we invest in strategic transactions and the timing and success of those investments; the integration of strategic acquisitions being more difficult, time - consuming, or costly than expected; inventory turn; changes in the competitive market and competition amongst retailers; changes in consumer demand or shopping patterns and our ability to identify new trends and have the right trending products in our stores and on our website; changes in existing tax, labor and other laws and regulations, including those changing tax rates and imposing new taxes and surcharges; limitations on the availability of attractive retail store sites; omni - channel growth; unauthorized disclosure of sensitive or confidential customer information; risks relating to our private brand offerings and new retail concepts; disruptions with our eCommerce platform, including issues caused by high volumes of users or transactions, or our information systems; factors affecting our vendors, including supply chain and currency risks; talent needs and the loss of Edward W. Stack, our Chairman and Chief Executive Officer; developments with sports leagues, professional athletes or sports superstars; weather - related disruptions and seasonality of our business; and risks associated with being a controlled cCompany's vendor base and execution of the Company's new merchandising strategy not producing the anticipated benefits within the expected time - frame or at all; the amount that we invest in strategic transactions and the timing and success of those investments; the integration of strategic acquisitions being more difficult, time - consuming, or costly than expected; inventory turn; changes in the competitive market and competition amongst retailers; changes in consumer demand or shopping patterns and our ability to identify new trends and have the right trending products in our stores and on our website; changes in existing tax, labor and other laws and regulations, including those changing tax rates and imposing new taxes and surcharges; limitations on the availability of attractive retail store sites; omni - channel growth; unauthorized disclosure of sensitive or confidential customer information; risks relating to our private brand offerings and new retail concepts; disruptions with our eCommerce platform, including issues caused by high volumes of users or transactions, or our information systems; factors affecting our vendors, including supply chain and currency risks; talent needs and the loss of Edward W. Stack, our Chairman and Chief Executive Officer; developments with sports leagues, professional athletes or sports superstars; weather - related disruptions and seasonality of our business; and risks associated with being a controlled cCompany's new merchandising strategy not producing the anticipated benefits within the expected time - frame or at all; the amount that we invest in strategic transactions and the timing and success of those investments; the integration of strategic acquisitions being more difficult, time - consuming, or costly than expected; inventory turn; changes in the competitive market and competition amongst retailers; changes in consumer demand or shopping patterns and our ability to identify new trends and have the right trending products in our stores and on our website; changes in existing tax, labor and other laws and regulations, including those changing tax rates and imposing new taxes and surcharges; limitations on the availability of attractive retail store sites; omni - channel growth; unauthorized disclosure of sensitive or confidential customer information; risks relating to our private brand offerings and new retail concepts; disruptions with our eCommerce platform, including issues caused by high volumes of users or transactions, or our information systems; factors affecting our vendors, including supply chain and currency risks; talent needs and the loss of Edward W. Stack, our Chairman and Chief Executive Officer; developments with sports leagues, professional athletes or sports superstars; weather - related disruptions and seasonality of our business; and risks associated with being a controlled companycompany.

Our acquisition of Motorola will increase competition by strengthening Google's patent portfolio, which will enable us to better protect Android from anti-competitive threats from Microsoft, Apple and other companies.»

Tech giants and other corporations that have grown by serial acquisition fear the Actelion precedent could expose them — at least in California — to open - ended liability over licensing disputes involving the smaller new - technology companies they are wont to gobble up like so many cocktail nuts.

However, these provisions may have the effect of delaying, deterring or preventing a merger or acquisition of our company by means of a tender offer, a proxy contest or other takeover attempt that a stockholder might consider in its best interest, including attempts that might result in a premium over the prevailing market price for the shares of Class A common stock held by stockholders.

Investors in Elon Musk's Tesla electric - car company may press on with their lawsuit that challenges the firm's 2016 acquisition of SolarCity on grounds that the $ 2.6 billion deal was flawed by potential conflicts of interest involving Musk and other company directors, the court ruled.

Table 1: Selection, Design & Construction of HSV - based Oncolytic Viruses Table 2: Selection, Design & Construction of Adenovirus - based Oncolytic Viruses Table 3: Selection, Design & Construction of Vaccinia Virus - based Oncolytic Viruses Table 4: Selection, Design & Construction of Vesicular Stomatitis Virus - based Oncolytic Viruses Table 5: Selection, Design & Construction of Newcastle Disease Virus - based Oncolytic Viruses Table 6: Selection, Design & Construction of Various Virus - based Oncolytic Viruses Table 7: Current Company - Sponsored Clinical Trials of T - Vec Table 8: Clinical Trials of ColoAd1 Table 9: Clinical Trials with JX - 594 Table 10: Clinical Trials with GL - ONC1 Table 11: Clinical Trials of CAVATAK (CVA21) Table 12: Clinical Trials with MV - NIS Table 13: Overview of Oncolytic Viruses by Development Phase & Virus Family Table 14: Profile of Approved and Marketed Oncolytic Viruses Table 15: Pivotal Study Design of Oncolytic Viruses in Late Stage Development Based on Previous Clinical Results Table 16: Approved Indications of Immune Checkpoint Inhibitors Table 17: Active Clinical Studies of Oncolytic Viruses in Combination with Immune Checkpoint Inhibitors (ICI) Table 18: Planned Clinical Studies of Oncolytic Viruses in Combination with Immune Checkpoint Inhibitors (ICI) Table 19: Active or Planned Clinical Studies of Oncolytic Viruses in Combination with Other Anti-Cancer Therapeutics Table 20: Pattern of Transgenes in Oncolytic Viruses in Relation to Development Phase Tables 21a and 21b: Indications and Frquency and Way of Administration of Oncolytic Viruses in Active and / or Positive Completed Clinical Studies Table 22: Small and Medium Pharma & Biotech as Partner for Regional Co-Development of Oncolytic Viruses Table 23: Immuno - Oncology Portfolio of Major Pharma & Biotech with Interest in Oncolytic Viruses Table 24: Interests of Major Pharma & Biotech in Oncolytic Viruses Table 25: First Generation Oncology Virus Companies and their Sources of Technology Table 26: Second Generation Oncology Virus Companies and their Sources of Technology Table 27: Third Generation Oncology Virus Companies and their Sources of Technology Table 28: Fourth Generation Oncology Virus Companies and their Sources of Technology Table 29: Grants, Credits & Donations Table 30: Financing by Venture Capital, Private Equity and Other Private Placements Table 31: Collaboration & Licensing Agreements Table 32: Companies Listed on Stock Exchange & Offerings Table 33: Mergers & Acquisitions

Other deals included the acquisition of luxury yacht maker Privilege Marine by German private equity firm Aurelius; Italian men's tailor brand Boglioli by Spanish private equity firm PH Asset Management; Douglas strengthened its foothold in Italy through the purchase of two perfume chains (Limoni and La Gardenia); US private investors Rob Gough acquired streetwear brand DOPE and Charles Cohen acquired shoe brand Harrys of London, whilst US private equity firm KPS Capital acquired Taylor Made Golf Company.

It mostly expects viewers to watch movies at home (an approach that has, so far, gotten the company ignored by Oscar voters and beaten to big acquisitions at Sundance and other festivals).

«Our acquisition of Motorola will increase competition by strengthening Google's patent portfolio, which will enable us to better protect Android from anti-competitive threats from Microsoft, Apple and other companies,» Page wrote.

Acquisitions can bring «time - bomb» risk: Companies sometimes grow quickly by buying other cCompanies sometimes grow quickly by buying other companiescompanies.

Incorporated («Morgan Stanley») as its advisor to assist the Company in exploring strategic alternatives available to the Company for enhancing shareholder value, including but not limited to, continued execution of the Company's business plan, the payment of a cash dividend to the Company's shareholders, a repurchase by the Company of shares of its capital stock, the sale or spin off of Company assets, partnering or other collaboration agreements, a merger, sale or liquidation of, or acquisition by, the Company or other strategic transaction.

The Board made this decision after completing an exhaustive evaluation of various strategic alternatives available to the Company for enhancing stockholder value, including but not limited to, continued execution of the Company's business plan, the payment of a cash dividend to the Company's stockholders, a repurchase by the Company of shares of its capital stock, the sale or spin off of Company assets, partnering or other collaboration agreements, a merger, sale or liquidation of, or acquisition by, the Company or other strategic transaction.

In the ever - consolidating videogame industry, it seems that sooner or later every company will be purchased by some other company (except EA), so it really didn't surprise anyone when rumors of yet another attempted acquisition surfaces.

This is the latest acquisition of a Western games firm by a Chinese company, with the other recent — and more bizarre — example being Jagex's acquisition by mining corporation Shandong Honda.

The name change is effective immediately.The renaming comes on the heels of the company's recent acquisition by a team of investors including the CEOs of Equinox ®, a fitness and high performance lifestyle leader; Related Companies, one of the nation's most prominent real estate firms; and other private investors.

In other work, the team represented a software company in a dispute over the possible ineffectiveness of a brand acquisition, and Uwe Hornung defended the law firm Gleiss Lutz against damage claims brought by Stefan Mappus, former minister president of the state of Baden - Württemberg, before the Regional Court of Stuttgart and the Higher Regional Court of Stuttgart with regards to the alleged violation of third - party protection obligations.

We also help companies seeking to grow by acquisition of other tech businesses in the region.

We advised lenders on the US$ 33.75 billion bank and bridge acquisition financing for the Teva Pharmaceuticals US$ 40.5 billion acquisition of Allergan / Actavis Generics, the most significant acquisition ever by an Israeli company; GSO Capital, the credit rating arm of the Blackstone Group, in its new $ 1 billion in dedicated acquisition financing to financing Amaya Gambling Group's $ 4.9 billion acquisition of Israeli - owned internet poker giant Rational Group, creating the world's most significant publically traded i - gaming company; recommended lenders, arrangers or debtors in financings for a broad selection of other Israeli companies including the Tshuva Group, Park Plaza Resort Group, Alrov Group (acquisition financings for Café Royal Resort London and Lutetia Resort Paris), Avgol Fibers, Netafim and Eurocom.

Our debt finance group is supported by members of other subgroups within the Business Department, including mergers and acquisitions (for all sizes of transactions, for public and private clients, and on both the buyer and seller sides), investment management (for clients with investment management divisions and matters), small business investment companies (for clients looking to form SBICs, obtain SBIC funding, or conduct portfolio financing transactions), securities (for public clients, particularly with respect to public and Rule 144A debt offerings), tax (including for cross-border transactions), ERISA / employee benefits and international (for clients with international operations and assets), as well as other practice groups within the Firm, including Cleantech & Renewables, Patent, Trademark, Copyright & Unfair Competition practices and the Labor and Employment practice.

Other highlights include assisting Blackstone Europe with the purchase of 6msq ft of UK - based logistics assets for its European logistics company, Logicar, from a joint venture between funds managed by Oaktree Capital and Anglesea Capital, advising Prologis on its acquisition of property for development purposes, and handling Sheffield City Council's compulsory purchase of city centre land for the development of a new retail quarter.

Acumen Corporate Development Inc., a strategic partner of Thompson Dorfman Sweatman LLP, focuses on providing North American companies with a structured, comprehensive approach to the planning and execution of growth by acquisition, financing and other strategic opportunities.

Nelson, like other Thomson units, has grown considerably by acquisition of smaller Canadian - owned firms, most recently the Edmonton based company Duval House.

Acted for Ball on its $ 8.4 bn purchase of Rexam, and advised both companies on the sale of $ 3.4bn - worth of their assets and operations in Europe, Brazil and the US to Ardagh Group; acted for Jacobs Douwe Egberts on its $ 5.8 bn secured, cross-border refinancing; acted for joint global coordinators and joint lead managers in a Rule 144a / Reg S $ 9bn bond offering by the State of Qatar; secured a win for Ukrainian businessman Gennadiy Bogolyubov in the English High Court against Tatneft which brought claims against the client and three other individuals following an alleged failure to pay for oil delivery by a Ukrainian refinery; acted for Endurance Specialty Holdings on its $ 6.3 bn acquisition by SOMPO Holdings.

We discussed how lawyers are currently using analytics to make decisions, Lex Machina's evolution since its acquisition by LexisNexis, the connection between IP and securities analytics, the company's new Comparator apps, and where the legal industry is headed, among other topics.

It's one of the few things that could help turn the company around, either by swaying new investors, or making a partnership or acquisition attractive to other automotive manufacturers.

The acquisition includes the Belkin brand along with Linksys, Wemo, and Phyn, other companies owned by Belkin.

On the other hand, Samsung claimed that the deal between both companies, which was originally agreed in 2011, was voided by Microsoft's acquisition of Nokia.

Well, after endless rumors and its acquisition of Viv, an AI platform developed by none other than the makers of Siri, the South Korean company finally unveiled Bixby.

While some corporations have been eliminating middle management through mergers and acquisitions by similar companies, other firms have been buying out / retiring older executives and replacing them with college grad whiz kids for half the salary.

Specific work elements Marketing a company's products or services to prospective businesses and high - net - worth clients, identifying opportunities for marketing services offered by the company; performing administrative follow - ups to resolve customer problems, meeting with specialists to discuss technical products, perform consulting about mergers and acquisitions, researching potential client's portfolio and industry to be prepared in negotiations, forecasting business cases, and building business - to - business partnerships with clients, among others.

Collaborate with military and other Movement Control Team (MCT), for required delivery and acquisition of equipment through ground transportation by military, commercial or company assets.

Even so, realty companies involved in acquisitions or mergers that end up with a substantial share of a given market should keep in mind that they may be subject to the same type of antitrust scrutiny faced by mergers in other industries, says Legal Affairs.

Although mergers and acquisitions continue in both sectors, some companies are growing, not by acquiring other companies, but through individual deals.