Post Acquisition Integration
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Doing the deal is both an art and a science, but sometimes making it work afterwards seems to require healthy doses of art, science, and a great deal of elbow grease. After the transaction is closed the excitement of the deal is over and it becomes an “in the trenches” management challenge to make it be the success the buyer expects.
Stanton Associates likes those types of challenges and we can help significantly improve the chances for success. These are some of the ways, all of which require rapid execution:
- Business process integration and elimination of redundancies (thereby reducing costs)
- Production of an integrated business plan, financial plan, and budget
- Development of: KPIs consistent with the strategic objectives, dashboard, and an early-warning system to provide alerts if the company is missing its benchmarks
- Optimized plan for the blending of combined, or still separate, sales and marketing programs to ensure that expected synergies to up-sell and cross-sell are achieved
- Product line rationalization consistent with overall strategic objectives
- Consideration of impacts on customer service and experience and remediation plan to rapidly address and eliminate problem areas
- Detailed plans for combining (and eliminating) departments, pushed down to the individual level, with clear post acquisition org charts and clarity (and communication) as to new reporting lines and grants of authority.
You’ve put a tremendous amount of time and effort into the acquisition itself. Why not maximize the chances for post-acquisition success and minimize the probability of a derailment? Stanton Associates can provide added assurance that the right plan is in place and that it is being executed with discipline.