Merger and Acquisition Integration

   
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Post Merger Integration (PMI)  - Templates, Tools, and Guides

As post-merger integration becomes a disciplined skill, companies wishing to achieve high performance through inorganic growth need to develop a new ability to act more rigorously across both the pre- and post-deal phases. Integration planning is rarely contemplated at the outset of an M&A Transaction. But companies embarking on a merger or acquisition should recognize that poor integration planning can lead to harsh results, from weak decision-making to a lost focus on everyday operations.

 

A smooth integration depends on identifying, prioritizing and measuring synergies long before the deal goes through. Companies that succeed in maximizing long-term value frequently plan for integration and synergy capture at the due diligence stage. This head-start allows them to plan for not only short-term issues, such as keeping the business running, but for long-term issues as well, such as how to transform the newly created entity.

 

 

Merger and acquisition implementation is an art, not a science. Each situation is unique and presents its own set of problems and potential solutions. However, managers can apply a set of proven principles to those implementation issues.

 

This site provides you with the best practices of merger and acquisition (M&A) integration. The goal is to equip executives with management techniques, tools, templates, and metrics to improve merger activity performance. We focus attention on all key stages of the M&A lifecycle including conception, planning, the first 100 days post merger/acquisition, and ongoing evaluation and improvement. You will come away with clear answers to the questions of “What can I expect to happen?” and “How do I deal with my specific acquisition integration issues?”


Some of the key questions addressed:

 

What integration tools are useful at senior organizational levels in both companies?

 

What integration tools are useful for functional departments? For merged cross-functional projects? For individuals and small task groups who must work together for the first time?

 

What are the roles of top and mid-level management (on both sides) during implementation?

 

Who are the stakeholders in a merger/acquisition? What are their concerns and interests?

 

How should management communicate with stakeholders? What are common pitfalls and how can they be avoided?

 

How do we integrate the newly acquired company’s corporate culture?

 

Post Merger and Acquisition Integration
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Guides







 

 

 

Integration Tools and Templates

Other Company Integration Plans

  • Hewlett Packard (No Preview)
    Pfizer (
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  • International Glass (No Preview)
    Sankyo (
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  • Shipbuilding Manufacturer (No Preview)

  • Supply Chain Company

 

 

Still can't start? Use these additional merger integration models.
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Overall Merger Integration Plan Sales Force Merger Integration Treasury Department Merger Integration Presentation and Report Charts and Graphics - Big Time Saver!
Biotech Merger Integration Plan Telecom Merger Integration Plan New Business, Product, and Startup Ideas MARKET, INDUSTRY, AND COMPANY, RESEARCH

 

Project Management Templates (No Preview) Description -- Project Management Tools To Track Team Member Activities and Supporting Projects
Project Tracking Dashboard Monitor and control sub-projects ad overall deliverables
Weekly Progress Tracking Report - Sample 1 Get timely status of each project to keep on track toward meeting deadlines and objectives
Weekly Progress Tracking Report - Sample 2 Get timely status of each project to keep on track toward meeting deadlines and objectives

 

 

Are questions preventing you from making a decision? Contact us and we will answer them.

 

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