By J. Robert Carleton, Claude S. Lineberry
"The failure cost of mergers and acquisitions is unreasonable, unacceptable, and unnecessary," say Claude S. Lineberry and J. Robert Carleton during this much-needed source, which outlines their particular, confirmed, and functional approach for expanding the good fortune of mergers and acquisitions. Written for all people with a vested curiosity within the good fortune of the deal board of administrators, executives, managers, staff, and shareholders and in line with years of study and real-world event, reaching Post-Merger luck is a down-to-earth consultant that provides stakeholders the instruments they should - Profile and verify company cultures - establish capability or genuine tradition conflict obstacles to a merger or acquisition - ascertain what to do to prevent, reduce, and get to the bottom of tradition conflict - Plan for effective and potent post-merger cultural integration of the 2 organisations.
Read or Download Achieving Post-Merger Success: A Stakeholder's Guide to Cultural Due Diligence, Assessment, and Integration PDF
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Extra resources for Achieving Post-Merger Success: A Stakeholder's Guide to Cultural Due Diligence, Assessment, and Integration
Addition to the Organizational System Model: External Focus CONDITIONS EXTERNAL FACTORS PROCESS OUTPUTS Marketplace Investment Positioning • World economy • Strategic alliances • Partnerships • Mergers and acquisitions • New product development • Privatization • IPOs • Market share/ dominance • Economies of scale/scope • Reduced vulnerability • Increased revenue • Globalization • New markets • Geopolitical climate • Regulation • Competitors • Technology • Location • Business cycle This new row represents the areas of the organization’s perception of and direct response to the external environment in which it operates.
When the collection notices from the Collections Department began to be received by customers, the call volume in Customer Service went up geometrically and exceeded the capability of the phone system. On some days up to 50 percent of calls were lost. Complaints of poor service to the state regulator skyrocketed, and staff in the Regulations Department had to be signiﬁcantly increased—at far greater expense per head than the cost of customer service staff. Each of these department actions, in isolation, made perfect sense, but in a system sense they were mutually destructive.
Firms whose acquisitions result in divestitures and who subsequently become targets lose about 7 percent on average at the initial announced merger. About 40 percent of these bad bidders soon become acquisition targets themselves, according to Mitchell and Lane (1990). Indirect “soft” costs of failure or ineffective integration are signiﬁcant as well, and include: Lack of External Focus on the Customer, Competition, and the Marketplace • News of a merger or acquisition attracts attention and can prove unsettling to customers and the ﬁnancial community.