The appetite for acquisitions shows no sign of abating despite evidence that 50% failto achieve the benefits expected of them. There is a tendency to concentrate on the dealitself only for it to be let down by inadequate follow through. Effective post-acquisitionmanagement is critical.
Implementing Successful Post-Acquisition Management provides clear strategic andoperational guidance on post-acquisition issues, so you can ensure your acquisition isamong the successes. It includes a post-acquisition management typology to enable you toselect and implement a management style that fits your strategic goals. The briefingoffers cutting edge advice based on the author's extensive research and consultancyexperience in this area. Numerous cameos, case material, tools and research results areprovided to help you put the advice into practice.
Contents include:
Why does the post-acquisition phase present difficulties
Factors influencing post-acquisition management
Which style is appropriate
Taking charge of the new acquisition
What changes are appropriate
Golden rules of post-acquisition management
Sprache
Verlagsort
Verlagsgruppe
Pearson Education Limited
Zielgruppe
Maße
Höhe: 298 mm
Breite: 211 mm
Dicke: 16 mm
Gewicht
ISBN-13
978-0-273-64225-1 (9780273642251)
Copyright in bibliographic data and cover images is held by Nielsen Book Services Limited or by the publishers or by their respective licensors: all rights reserved.
Schweitzer Klassifikation
Dr Duncan Angwin has the unusual distinction of having spent half of his time transacting acquisitions and half his time studying them. He spent eight years in the City working on domestic and cross-border acquisitions as well as carrying out corporate advisory work for leading merchant banks such as Hambros Bank and Banques Paribas. His curiosity as to the limitations of the acquisitions process, such as why apparently good deals from a banker's perspective may turn out as poor acquisitions, led him to engage in full-time research on managing acquisitions. A PhD in post-acquisitions management later, he now consults and lectures widely on the subject.
Dr Angwin holds a position as lecturer in Strategic Management at Warwick Business School, University of Warwick. He has published widely on mergers and acquisitions and appeared often in the media. He consults as sole practitioner and as associate consultant for several specialist integration consultancies. He also lecturers regularly to corporate audiences and leading Business Schools throughout Europe.
Dr Angwin is a PhD from Warwick University. He also holds an MBA from Cranfield University, an M.Phil and M.A (Hons) from Cambridge University.
Preface
Acknowledgements
Introduction
Why focus on the post-acquisition phase?
The context: record levels of acquisition activity
Large numbers of acquisitions fail
Pre-acquisition factors are poor predictors of post-acquisition performance
Post-acquisition management is the key to making acquisitions work, but it is poorly understood
Summary
Why may there be problems in the post-acquisition phase?
Introduction
The acquisition process
Focusing on the deal
The gap in the acquisition process
Post-acquisition reality
The acquisition is not as expected
Internal obstacles to post-acquisition management
Reasons for internal obstacles to post-acquisition management
External pressures on post-acquisition management
Summary
Selecting an appropriate post-acquisition style
Introduction
Strategic fit and implementation
Factors affecting strategic fit
Tension between strategic and organisational fit
Key dimensions in acquisition integration
Which style of post-acquisition integration is appropriate?
Acquisition styles, occurrence and success
Summary
Taking charge of the new acquisition
Introduction
Pre-signing preparation
Pre-completion preparation
Taking charge
Summary
What to change in different acquisition styles?
Prioritising changes
Who should manage the acquired company?
Milestones in each acquisition style
Isolation acquisitions
Maintenance acquisitions
Subjugation acquisitions
Collaborative acquisitions
The nature of the managerial challenge
Not-for-Profit mergers
Introduction
Reasons for post-merger difficulties in NFP organisations
Difficulties in NFP mergers
Mergers in higher education
Summary
Postscript
Appendix: A senior manager's working checklist for practical implementation
Bibliography
Index
