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Corporate Turnaround Centre Pte Ltd
Post-Merger Integration (Mandarin): Improving shareholders' values after a merger
Post-Merger Integration (Mandarin): Improving shareholders' values after a merger
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In the last few decades, the world witnessed the phenomenon of corporations seeking growth through mergers and acquisitions (M&As). This e-book explores the concept of mergers, the reasons behind them, the stages and processes involved in M&As.
Corporate news since the 1980s suggest that at least 50% of mergers that were undertaken resulted in disappointments. Some highly publicized mergers eventually were "demerged" Despite such highly publicized failed mergers, M&As remain a common growth strategy which in turn may affect the entire economy, leading to significant changes in the structure of employment, employee earnings and investor behaviour.
Given the impact of M&As, this e-book also explores factors that contribute to merger success with a special focus on the cultural aspect of the PMI process which has been cited as a major reason for M&A failures.
The e-book retells the GE Capital experience in acquisitions which appears to have become a bible of sorts in creating PMI plans. It also explores the Daimler-Chrysler experiences and the evolving Lenovo strategy. It includes personal experiences of the author regarding M&As.
Corporate news since the 1980s suggest that at least 50% of mergers that were undertaken resulted in disappointments. Some highly publicized mergers eventually were "demerged" Despite such highly publicized failed mergers, M&As remain a common growth strategy which in turn may affect the entire economy, leading to significant changes in the structure of employment, employee earnings and investor behaviour.
Given the impact of M&As, this e-book also explores factors that contribute to merger success with a special focus on the cultural aspect of the PMI process which has been cited as a major reason for M&A failures.
The e-book retells the GE Capital experience in acquisitions which appears to have become a bible of sorts in creating PMI plans. It also explores the Daimler-Chrysler experiences and the evolving Lenovo strategy. It includes personal experiences of the author regarding M&As.
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