Acquisition Strategy and Implementation by Nancy Hubbard

By Nancy Hubbard

"An autonomous advisor, Hubbard (business management, Oxford U.) explains why 1/2 all makes an attempt to obtain a enterprise, or merge companies, fail. Then she explores the psychology concerned, describes a method for buying, and offers 5 case stories during which the names and different info of either the corporations and folks were replaced. The part on psychology fairly discusses the response of staff whose technique of livelihood have simply been acquired and sold."—Book information, Inc.

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Thus, during this time, the acquirer must make it worth the employee 's while to remain with the company in terms of encouragement or inducements. The latter can inc1ude pay, training to help them get through the socialization process more quickly or a commitment to understanding and fair behaviour; this in turn can lead employees to more readily accept the new psychological contract and company culture. This is discussed further in Chapter 5. When joining a company, it can be assumed that employees have done so willingly, thereby suggesting that they are receptive to the organization.

Unfortunately, it is often during this time that newly acquired employees are being assessed as to their ability, yet they do not necessarily understand the structure in which they are being asked to work. This is seen very clearly in Chapter 9 in the Global Products case study. The importance of changes in role is also linked to cultural issues, as one 's role in the company is, in many senses, the manifestation of its culture. In some cases role issues become a major source of contention, such as in those companies with distinct company cultures.

During acquisition, the acquirer and its personnel have one opportunity to make a first impression, with all subsequent interactions being modifications of that opinion. With sufficient planning it is easier to make a first impression of a knowledgeable and professional management who is in control of a planned process. If one has not done adequate planning, it is unlikely that this will be the impression given. In spite of the benefits of pre-acquisition planning, less than one in five acquirers actually do what they consider to be adequate pre-acquisition planning prior to the deal.

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