Acquisition Strategy and Implementation"An independent consultant, Hubbard (business administration, Oxford U.) explains why half of all attempts to acquire a business, or merge two businesses, fail. Then she explores the psychology involved, describes a process for acquiring, and presents five case studies in which the names and other details of both the companies and people have been changed. The section on psychology particularly discusses the reaction of employees whose means of livelihood have just been bought and sold."--Book News, Inc. |
From inside the book
Results 1-5 of 34
Page 13
... perceived inability to gain meaningful synergies . 3. Previous acquisition experience . Results are mixed as to the role of previous acquisition experience and its bearing on future acquisitions . While previous acquisition experience ...
... perceived inability to gain meaningful synergies . 3. Previous acquisition experience . Results are mixed as to the role of previous acquisition experience and its bearing on future acquisitions . While previous acquisition experience ...
Page 20
... perceived changes on the remaining employees . If handled badly , these changes can create a host of bad feelings and negatively affect the perceptions of employees towards the acquiring organization , procedures , culture and ...
... perceived changes on the remaining employees . If handled badly , these changes can create a host of bad feelings and negatively affect the perceptions of employees towards the acquiring organization , procedures , culture and ...
Page 21
... perceived to be handled badly , procedural and cultural concerns rose ; in the cases where it went well , these concerns fell during the course of the process . 5.0 4.5 4.0 3.5 3.0 2.5 2.0 1.5 1.0 Pre Why Employees Act the Way They Do 21.
... perceived to be handled badly , procedural and cultural concerns rose ; in the cases where it went well , these concerns fell during the course of the process . 5.0 4.5 4.0 3.5 3.0 2.5 2.0 1.5 1.0 Pre Why Employees Act the Way They Do 21.
Page 25
... perceive those actions . To illustrate this , employee concerns in the five case studies used later in the book are discussed ( see Figure 2.4 ) . As will be seen , one ( Anglo - American ) was a very successful acquisition which ...
... perceive those actions . To illustrate this , employee concerns in the five case studies used later in the book are discussed ( see Figure 2.4 ) . As will be seen , one ( Anglo - American ) was a very successful acquisition which ...
Page 31
... perceived to manage effectively by setting goals and job parameters , helping with problem solving , providing support and feedback on job performance , their subordinates experienced greater role clarity . During acquisition , however ...
... perceived to manage effectively by setting goals and job parameters , helping with problem solving , providing support and feedback on job performance , their subordinates experienced greater role clarity . During acquisition , however ...
Contents
| 6 | |
| 18 | |
| 47 | |
Communication The Binding Force of Acquisitions | 91 |
The Implementation Process Where the Work Begins | 131 |
When the Dust Settles The Stabilization Period | 165 |
AngloAmerican Industries pic and Gas Appliances | 175 |
Service Conglomerate and Quality Guarding | 190 |
Global Products and its Acquisition Strategy | 209 |
Discovery and the Scottish Yeast Company | 226 |
TeleCable Group and Infosys | 239 |
Conclusion | 255 |
Bibliography and Suggested Further Reading | 259 |
Index | 267 |
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Common terms and phrases
achieve acquired employees acquirer and target acquirer's acquiring management acquisition implementation acquisition objectives acquisition plan acquisition process acquisition success acquisition team Acquisitions Monthly Advent and Zenith affected employees Alistair Anderson Anglo-American announcement assess behaviour Black Monday branches cent changes colleagues cost critical path analysis culture customers deal decisions degree of integration Drinks Company due diligence economies of scale employee commented employee concerns ensure example feedback feel Gas Appliances Glenn Johnson Global head office implementation process important issues KPMG manage employee expectations manager commented managing director mentation merger mergers and acquisitions middle managers needed negative occur operations organization organization's organizational outcomes perceived positive post-acquisition pre-acquisition planning prior procedures psychological contract Quality Guarding redundant regional managers remain role rumours Scottish Yeast seen senior management Service Conglomerate shopfloor employees staff strategy survivor guilt target company target employees TeleCable Group Tom Green understand workforce