An analysis of the case reveals that the merger and acquisition greatly impacts organizational performance and organizational culture. Our analysis covers the effects of mergers and acquisition on an organizational performance, success factors in M&A as well as organizational culture change and resistance that take place in a merger and acquisition.…
When two or more companies are combined, they form a merger. This is an effective corporate strategy. All the capabilities of companies forming the mergers are combined to serve as a unique motivation for the venture. Other motivational factors for them are to acquire greater market share and enhance competition. In order to improve a business’s performance, mergers are typically formed.…
With the shift of business moving from the industrial age to the information/technology age, the importance of a company’s…
The integration of the two organizations can be challenging as well as costly. Decisions must be made on who will manage the organization, employee rationalization, vendor rationalization, facilities, and so on. Similar to an acquisition the combined financials of the new organizations must be secure enough to ensure payment of current obligations. Projected cost savings may not be realized thereby impacting the financials of the organization. An intangible threat to completing a merger is the melding of two corporate cultures who may have had very different ways of conducting business even though they were in the same…
How can an IT system initially help a company advance, but later become a requirement for that business to stay competitive?…
There are several reasons mergers are appealing to companies. Mergers can diversify company’s interests similar to an individual’s stock portfolio thus reducing its overall risk. Mergers also can serve as a source of growth for a company, instead of a company reinvesting its returns into growing its own company at a rate in which the company can’t handle it can acquire one that has steady growth like itself and grow them both at a reasonable rate. It is also beneficial to companies that merger because they create added value through synergies, economies of scale, and better management.…
The goals of mergers range from reducing the number of competitors, to access of new products (Belcourt et al., p 330). Statistics show that 80% of new product developments fail (Howells, 2011), partly due to challenges and conflicts with human resources functions. Mergers and acquisitions are the fastest way to enter new markets. “It is estimated that 1/3 of all mergers fail due to faulty integration of diverse operations and cultures,” (Chhinzer, 2013). Therefore, the success of a merger or acquisition lies in the ability to guide, motivate, retain, and effectively use employees, and rarely has anything to do with financials. Mergers and acquisitions cause insecurity, lower levels of satisfaction at work, less affective commitment, and a loss of trust in the firm (Belcourt et al., p 329-330). In one study, it was found that declines in job satisfaction resulted in costs to the employer of approximately $17,000 per employee (Fairfield-Sonn et al., 2002). The loss of productivity stems from employees being afraid to make a mistake, resentment in the merger, and dealing with rumours about the merger (Belcourt et al., p 330).…
The advantages of business combination for acquiree are: competition between and among the companies will be eliminated, which will increase profits. Monopoly in the market can be achieved by eliminating competition. The amount of capital can be increased by combining business which may be benefit for new marketplaces, products and plans. Operating cost can be reduced with buying in a large amount of material (Account-Audit-Finance, (2012). Furthermore, the acquiree can be using intangible asset from acquirer or saving tax. As example of Bank of American established a subsidiary to which it transferred bank – originated loans and was able to save $418 million in quarterly taxes (Baker, R. E., Christensen, T., & Cottrell, D. (2011)). For advantage of acquirer, it has a lager of funds transferring from acquire with less risk of market during operation. As my personal view with business combination, it has advantage for both acquirer and acquiree. The most important is evaluating both parties’profit before…
One of the most common arguments for mergers and acquisitions is the belief that "synergies" exist, allowing the two companies to work more efficiently together than either would separately. Such synergies may result from the firms' combined ability to exploit economies of scale, eliminate duplicated functions, share managerial expertise, and raise larger amounts of capital. These distinguishing features had made Nicholas Anaptyxi,CEO of Paragon to battle it out with his colleagues to acquire MonitoRobotics.The case study portrays Nicholas as a visionary and a hard-driving builder who belonged to the same thought of train as his father. They both believed that to get better they had to grow bigger. He had worked in WRT,Cleavland where he climbed up the ranks due to the mere fact that he had the ability to spot new market opportunities and helped bringing in the profits and revenues. His urge to expand WRT was always suppressed as the people at its headquarters didn’t favor the decision. So he didn’t have second thoughts when he was offered a position to manage Paragon at Ohio.Paragon,was a thriving machine tool company that was built around a line of high end machines of aerospace engines. However the market for their product was essentially stagnant and foreign competition had started to take its toll. Paragon had began to face brutal cyclical economic swings. Nicholas had launched a number of initiatives to surpass the obstacles. But these initiatives were short term investments for long term goals. The profit margins had slipped and his colleagues became skeptical.Inspite of the year on year drop in earnings, Nicholas wanted to acquire MonitoRobotics to give Paragon a powerful presence in the fast growing business. Paragons service division accounted for less than 10% of the revenue. So to outrace Bellows&Samson,Pragon had to acquire Monito Robotics which was a breakthrough opportunity.William Liitlefield,CFO,being the pessimist he is, argued…
Mergers and acquisitions are formed in the hope that they will create value and there is a vast amount of reasoning on why they have been introduced. Businesses will try and create value for the company, shareholders, customers and employees. The present value of all performance enhancements attributable to management change would result in the increase in value from just by managing the assets more efficiently (Damodaran, 2005).…
From 1996 to 2006, the information technology budget and agenda dollars were cut by over one million dollars (Bartholomew, 2007). Because of this major cut back, General Motors was forced to outsource many technology responsibilities companies in other countries. For the majority of the transition period, General Motors used EDS as a single outsource vendor. While this business relationship proved to be effective for General Motors and was able to stay within the smaller allowed budget, the business deal still proved to be costing more money than the organization would have liked. Because General Motors is a global competitor and a leader within its industry, the organization realized that outsourcing to several different companies might be the wiser and more cost effective choice. Information technology companies began bidding for a contract with General Motors. With several companies offering competitive contracts, General Motors was able to cut the information technology budget even further and turn a larger profit. In fact, because of lowered information technology costs, General Motors was able to upgrade to new software, a new computer system, along with systems development and deployment (Bartholomew, 2007). While cutting information technology costs were not the only transition made by General Motors, the changes made were able to increase profit for the company and operate on a global level at a significantly lower cost.…
Companies from different industries decide to use an acquisition strategy for several reasons; however, acquisition strategies are not without problems. When acquisitions contribute to poor performance, a company may deem it necessary to restructure its operations.…
When planning the merger between Myrtle & Associates and Bellview Law Group, to one firm called MAB Law Firm, foresight is needed so that possible issues can be seen, addressed as best as possible, and limit the integration costs as it relates to the information technology infrastructure of both firms into one site. Differences between the two firms' infrastructure include two different sets of network operating systems, servers, network connectivity, workstations, software, security configurations and policies.…
Many acquisitions and some large strategic investments are often justified with the argument that they will create synergy. In this paper, it is considered the pros and cons of synergy. Also there is an examination of how can be value the synergy of HP and Compaq and how sensitive this value is to different assumptions. Finally a conclusion with an empirical examination of how much synergy was actually created in this corporate merge, and how much was gained or lost.…
The pace with which companies are forced to operate and to compete globally has taxed existing systems and increased their inefficiencies. Mergers and Acquisitions have introduced new ERP implementations, forced incorporation of legacy systems, merged processes, combined products, and consolidated customers. Technology has moved forward but so has the creativity of the humans forcing the data requirements into fields and applications to meet their business needs to keep existing customers satisfied or to capture new sales. Gartner research firm indicates that the average Fortune 100 organization has more than eight data stores, 15 information platforms, 10 critical systems, and…