Post Merger Management : Value Creation in M & a Integration Projects.

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This book pools the current know-how, and closes important knowledge gaps, to offer hands-on advice and practical answers to the many 'how to' questions relating to merger implementation. It provides a crucially important understanding of how to assess the chances of realising synergy pote...

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Detalles Bibliográficos
Clasificación:Libro Electrónico
Autor principal: Meynerts-Stiller, Kirsten
Otros Autores: Rohloff, Christoph
Formato: Electrónico eBook
Idioma:Inglés
Publicado: Bingley : Emerald Publishing Limited, 2019.
Temas:
Consolidation and merger of corporations.
Entreprises > Fusion.
Acceso en línea:Texto completo
Tabla de Contenidos:
  • Cover; POST-MERGER MANAGEMENT; POST-MERGER MANAGEMENT: Value Creation in M & A Integration Projects; Copyright; CONTENTS; LIST OF FIGURES; LIST OF TABLES; ABOUT THE AUTHORS; PREFACE; The idea behind the book; I
  • INTRODUCTION; 1. Mergers Are Back in Business; 1.1 The Need to Improve Integration Competence; 1.2 Terminology Shapes Reality; 1.3 Every Merger Is Unique; 1.4 A Focussed Perspective of Strategic Merger Integrations; 1.5 Hard Facts versus Soft Facts?; 1.6 Our Vision; 1.7 How Is the Book Structured?; II
  • THE WORLD IN M & A MODE: Waves, success factors and merger integration competence
  • 2. 'M & A' as a Global Market Phenomenon2.1 The Ups and Downs of M & A Waves; 2.2 Consolidation Phases by Industry; 2.3 Professionalization of Transaction Competence; 2.4 M & A, quo vadis?; 3. Attempts at Explaining the M & A Adventure; 3.1 'Deals from Hell' (Bruner, 2005); 3.2 Two Key Factors in Failure; 3.2.1 Realistic Assessment of the Resources Required; 4. Merger Integration Competence; 4.1 Project Management; 4.2 Change Management; 4.3 Strategic Competence; 4.4 Leadership Competence; 4.5 Integration Maturity Levels; 5. Profile of an Integration Manager
  • 5.1 Specialist Knowledge and Methodological Competence5.2 Soft Skills; 5.3 Ability to Solve Conflicts; 5.4 Defining Your Personal Preferences and Limits; III
  • FROM THE TRANSACTION TO INTEGRATION: Phases and transitions in the general organization of mergers; 6. What Goes on Prior to Implementation; 6.1 Breakdown of Tasks in the Three-phase Model; 6.2 Relevance of the Pre-merger Phase for Integration; 6.3 Impact of the Transaction Phase on Integration; 6.4 The Long Shadow Cast by Pricing; 6.5 Continuity of Management Processes
  • 7. Handing Over the Baton from the Transaction Team to the Integration Team8. From Signing to Closing; 8.1 When Does a Time Gap Occur between Signing and Closing?; 8.2 Possible Courses of Action Prior to the Closing; 9. Share Deal versus Asset Deal; 9.1 Impact on Integration; IV
  • DAY 1 Shift in mindset during the merger process; 10. Visible Signs of Integration Readiness; 10.1 Day 1: Furthering Understanding and Providing Direction; 10.2 Day 1: Where the Transaction Ends and Integration Begins; 10.3 Day 1 in External Communication; 10.4 Day 1 with the Focus on Employees and Management Staff
  • 10.5 Special Case: Long Delay between Signing and Closing the Deal10.6 Day 1 Procedure: 'You Never Get a Second Chance to Make a First Impression'; 10.7 Day 1 with the Focus on Customers and Suppliers; V
  • SUPERORDINATE INTEGRATION STRATEGY: 'Think before you act'; 11. Fields of Action in Strategic Integration Planning; 11.1 Acquisition Goals in Integration Planning; 11.2 Types of Merger; 11.3 Organizational Amalgamation; 11.3.1 Holding; 11.3.2 Absorption; 11.3.3 Symbiosis; 11.3.4 Second-wave Integration; 11.4 Viewing the Integration Process from a Market Perspective; 11.5 Synergies

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