An acquisition, merger, or new venture represents a major investment of corporate resources. Yet while the company devotes considerable effort to an "entry" strategy, it rarely has a well-defined means of identifying when it should exit. Too often, the venture continues well past the point at which, in retrospect, it should have been terminated. This article focuses on the need for a "planned exit" strategy, to be established at the time of the initial action, and suggests the use of trend impact analysis as an approach to planning an exit.
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