Implementing Successful Post-Acquisition Management

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

Sommario

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

Info autore

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.

Riassunto

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

Dettagli sul prodotto

• Autori: Duncan Angwin, Duncan. Angwin
• Editore: Pearson Academic
• Lingue: Inglese
• Formato: Tascabile
• Pubblicazione: 01.01.1999
• EAN: 9780273642251
• ISBN: 978-0-273-64225-1
• Pagine: 193
• Peso: 770 g
• Serie: Financial Times; Financial Times
• Categoria: Scienze sociali, diritto, economia > Economia > Management