After the Merger

Reseña del editor

Mergers are making headlines and prompting questions about which will ultimately succeed and which will fail. The wave of mergers in all sectors continues unabated: petroleum, financial services, telecoms, automotives, accountancy, and even in publishing. Even in an economic downturn, merger and acquisition activity continues to accelerate. However, an A.T. Kearney pan-European study suggests that half the acqusitions fail to achieve their objectives, while three-quarters actually destroy shareholder value. The objective for most mega-mergers is to increase market share and capitalise from the [elusive] "synergies" between businesses while making substantial cost savings via economies of scale. With such a clear objective in mind how come things go so disastrously wrong? Although integration is not without stress for an organization and employees, mergers can succeed if companies develop and adhere to a highly disciplined strategy of adding value on day one while implementing a blueprint for future growth. After the Merger shows how. This book provides answers about effective integration strategies under merger & acquisition situations Categorises merger objectives and provides a framework for ensuring the core objective(s) are met Identifies the seven merger types * identifies the generic "must-do" practices common to any M&A situation Suggests strategies and tactics for successful merger integration depending on which of the merger types you are in Offers practical support and advice for senior and middle managers undertaking merger projects Includes corporate stories and anecdotes and offers a toolkit approach incorporating tips, diagnostics, and how to techniques

Biografía del autor

MAX M. HABECK is Principal and Member of A.T. Kearney's Management Team in Germany. He has worked in the fields of corporate strategy and post-merger integration. From 1995 to 1998, he was a member of A.T. Kearney's Cleveland office and worked with US clients to facilitate their merger efforts.

FRITZ KROGER - who holds a PhD in Business Administration - has been working as a management consultant since 1976 in Europe, the USA and Japan. His main expertise is in the field of strategy, restructuring and post-merger integration. As Vice President of A.T. Kearney in Germany, he co-chairs A.T. Kearney's Global Strategy Initiative.

MICHAEL R. TRAM is also Vice President at A.T. Kearney in Germany and his core focus is on strategy and restructuring. He has a PhD in Law and extensive experience in international mergers and acquisitions in various industry projects throughout Europe.