Astute Planning, Flawless Execution,
Delighted Customers

Issue #113

Tuesday, May 8, 2007

Join Craig Bailey at SCORE 2007
CCI President Craig Bailey will be moderating a session at the upcoming SCORE 2007 conference in Boston (June 11-13th). The session, entitled "Creating a Passion for Service Excellence," will feature a panel of accomplished executives from Customer Centricity clients including:

The annual SCORE conference attracts over 250 executive level attendees and direct reports in operational areas such as customer service, human resources, sales and marketing. The program focuses on providing practical insight into Loyalty Management and Customer Operations. For more information about the conference, please click here.

Growth by Acquisition
By Craig Bailey, with contributions from Bob Nealon of Nealon Advisory Group

Growth by merger and acquisition (M&A) is a popular strategy. However, a well-published statistic suggests that approximately 80% of these transactions fail to achieve their expected outcome. Why? Because what looks great on paper isn't so easy to accomplish in reality.

In this newsletter series on Growth by Acqusition, we provide insights, based on our involvement in numerous post-M&A integrations, to guide you through your M&A planning and integration efforts. There are many factors to consider in order to achieve a successful integration of two entities. This series will cover the following topic areas:

  • Is it a merger or an acquisition?
  • Goals and necessities of the acquisition
  • Setting the stage for successful integration
  • Define the integration team
  • Establish key assumptions and planning parameters
  • You show me yours / I'll show you mine
  • Project management takes over
  • Organizational readiness

We will discuss the first topic in this article.

Is it a merger or an acquisition?

Call it what you will, but our experience tells us there really are only acquisitions. Even a supposed "merger of equals" usually turns out to be an acquisition where one entity is ultimately on top.

Operating under the assumption that the transaction is a merger when it is truly an acquisition will cause confusion and waste time and resources during the integration efforts. That is, if the personnel on your integration team feel that they carry equal decision making authority, it will be difficult to determine the go-forward organizational design, business processes and systems strategy.

By clearly indicating the parameters of the transaction (which organization is the baseline for the new/combined organization), you will have taken a major step towards enabling an effective integration.

Future articles will discuss the remaining topics. If you would like to receive more information on this subject without waiting for the full newsletter series, please contact us. Or if you need assistance with an acquisition you are planning or are in the midst of integrating, we can help.

 

Contents

+ Join Craig Bailey at SCORE 2007 in Boston
+ Growth by Acquisition
 


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About Customer Centricity, Inc.
We strengthen overall company performance through better service delivery and management.

We boost efficiencies in front-line customer service and technical support teams, order processing, fulfillment, field service, logistics and other key operations functions.

In short, we align the resources of your organization to exceed your customers' expectations in the most effective and efficient manner possible.

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