A You probably need to reduce the number of people. Cost savings throu

游客2025-05-29 5

问题    A
You probably need to reduce the number of people. Cost savings through combining redundant tasks is a common goal for mergers. The trick is to release the individuals least well equipped to contribute in the new organisation and to hold on to the best people. Make sure the evaluation of "best" looks at both companies’ people equally After all, you don’t want to lose a great person from Company B so you can keep a mediocre person from Company A.
B
But signing a deal to join forces is only the beginning. The crucial next step requires knowing how to merge fast and well. In the Internet economy, that means more than changing a logo or reconciling two chief executives’ egos to the fact that they can’t both be boss. A successful merger requires an unflinching commitment to what the new strategy will be, along with a focus on making sure that vital but fragile assets-customer lists, engineering-talent pools, and so on—don’t get trampled by the deal.
C
A horizontal merger is when two companies competing in the same market merge or join together. This type of merger can either have a very large effect or little to no effect on the market. When two extremely small companies combine, or horizontally merge, the results of the merger are less noticeable. These smaller horizontal mergers are very common. If a small local drug store were to horizontally merge with another local drugstore, the effect of this merger on the drugstore market would be minimal. In a large horizontal merger, however, the resuiting ripple effects can be felt throughout the market sector and sometimes throughout the whole economy.
D
Impact of mergers and acquisitions on top level management may actually involve a "clash of the egos" . There might be variations in the cultures of the two organisations. Under the new set-up the manager may be asked to implement such policies or strategies, which may not be quite approved by him. When such a situation arises, the main focus of the organisation gets diverted and executives become busy either settling matters among themselves or moving on. If however, the manager is well equipped with a degree or has sufficient qualification, the migration to another company may not be troublesome at all.
E
How your company deals with merger issues such as communication, employee retention and/or layoffs, customer notification and reassurance, consolidation of staff and integration of systems will play a huge role in determining the overall success or failure of the merger or acquisition. Don’t wait until the deal is finalized to think about these issues. Assemble a team of stakeholders and experts to analyse the challenges and risks of integrating the two companies and have an action plan in place long before the official merger date. [br] It stresses staff of both companies should be considered fairly in business mergers.

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