There have been several huge mergers deals in the not-too-distant past whose buyout numbers reached into low orbit. the most notorious -- and most scoffed at -- must be when aol met time warner: $182 billion exchanged hands in 2000 before eventually vaporizing (most of it, anyway) along with the supposed synergies the transaction was supposed to generate. but that was at right at the peak of the dot-com madness. no company would ever fall for that kind of hysterical deal making again, right? maybe not. never underestimate the appeal of financial madness, especially to those who should be minding the asylum. in this case study you are to analyze the strategic scope of the horizontal acquisition by verizon communications (hereafter referred to as verizon) of verizon wireless from vodafone. discuss whether this deal improves verizon’s sustainability of its resources and its performance? does this acquisition meet the two tests of broad scope? is so how? if not, why not? how does the acquisition of this strategically valuable resource meet the collis and montgomery resources tests discussed in lesson topic 1? how is value created by this acquisition? in two decades, vodafone became the telecommunications leader in global systems for mobile networks (). vodafone provides innovative and cutting-edge telecommunications services on the largest wireless network on earth.