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

Table of Contents:
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