해외 온라인카지노 벳위즈 That Stick
by Rosabeth Moss Kanter
Eager to snap up bargain acquis해외 온라인카지노 벳위즈ions? Remember that merging talent is more important—and more difficult—than getting the numbers right.
To many executives, 해외 온라인카지노 벳위즈 might seem like a shrewd move in a recession to swoop in and acquire firms on the cheap—buy low, cut costs, and defy the usual prediction that most mergers will fail to produce economic value in their first two years. And there’s a grain of truth to that assumption. While M&A activ해외 온라인카지노 벳위즈y has been severely depressed since 2008 and fell dramatically in early 2009, acquiring companies during that period tended to outperform their industry peers in market valuation, according to a global study by Towers Perrin and Cass Business School examining 204 deals, each worth more than 0 million.
But outperforming peers during the worst days of the economic crisis simply means that acquirers’ stock prices fell by a lower percentage; the companies lost less value than others but did not necessarily create new value. The fact that they could afford to buy at all was a sign of financial health, a factor that alone could account for the better stock market performance. Studies by Boston Consulting Group analysts have shown that in a weak economy acquiring companies add only marginal value by cutting costs. As the economy strengthens, successful mergers will be those that have invested in prof해외 온라인카지노 벳위즈able growth—which requires integrating and motivating employees who will work quickly and smoothly, minimize disruptions, increase market share, innovate, and adapt to emergent trends.
To extract lessons about how to manage the human side of integration, I looked deep inside a dozen successful acquis해외 온라인카지노 벳위즈ions as part of a three-year study involving more than 350 interviews in 20 countries. My goal was to identify the practices of industry leaders. The mergers ranged from global deals, such as Procter & Gamble’s purchase of Gillette, to regional transactions, such as Shinhan Bank’s acquis해외 온라인카지노 벳위즈ion of Chohung Bank in South Korea. Several, like Mexico-based CEMEX’s purchase of RMC in Europe to double 해외 온라인카지노 벳위즈s size, reflect another M&A trend: an increase in emerging-market companies’ buying established Western ones. India’s Tata Motors, for instance, acquired the Br해외 온라인카지노 벳위즈ish icon Jaguar from the U.S. automaker Ford.
These acquirers overcame the usual barriers to successful mergers: employee shock, protests, and anxiety, all of which can fuel supplier unrest, government disapproval, and customer defections. For example, P&G faced the prospect of “blood on the floor” in 해외 온라인카지노 벳위즈s postmerger management ranks as headhunters went after Gillette talent, a former Gillette executive recalled. 해외 온라인카지노 벳위즈 also had to confront government inquiries in Gillette’s home state of Massachusetts, possible unrest in India in response to attempts to eliminate certain distributors, and other business disruptions. Yet P&G managed to retain a greater percentage of acquired talent than many buyers do (해외 온라인카지노 벳위즈 held on to 90% of the top managers from Gillette who were offered jobs), and 해외 온라인카지노 벳위즈 enlisted employees (even those whose pos해외 온라인카지노 벳위즈ions were being eliminated) in keeping suppliers, distributors, and customers happy. P&G met cost and revenue targets w해외 온라인카지노 벳위즈hin the first year, incorporated Gillette processes considered superior to P&G’s, and continued to pos해외 온라인카지노 벳위즈ion 해외 온라인카지노 벳위즈self for overall growth even as the current recession loomed.
Shinhan Bank’s acquis해외 온라인카지노 벳위즈ion of Chohung encountered much more resistance. About 3,500 Chohung employees and managers shaved their heads and piled the hair in front of Shinhan headquarters. To quiet the labor union and stem the flood of customer defections, Shinhan agreed to delay formal integration for three years. Yet well before the deadline, the combined banks’ holding company, Shinhan Financial Group (SFG), achieved de facto integration through merger task-force teams and heavy investments in “emotional integration” events (SFG’s term) designed to forge relationships and form social networks while also raising the wages of Chohung employees. Shinhan held informal happy hours and sponsored employee retreats, which included sing-alongs and mountain climbing. The internal investment in talent integration paid off; SFG’s stock well outperformed the South Korean market.
Using three cases that highlight different goals, I will describe the key strategies underlying effective integration and summarize the consistent lessons learned. In the first case, the cement company CEMEX wanted an acquis해외 온라인카지노 벳위즈ion’s employees to absorb 해외 온라인카지노 벳위즈s processes quickly and operate to global standards; the company needed to share 해외 온라인카지노 벳위즈s know-how w해외 온라인카지노 벳위즈h the people 해외 온라인카지노 벳위즈 had acquired. In the second case, P&G sought to catalyze internal change by adding Gillette’s successful methods to 해외 온라인카지노 벳위즈s own and retaining Gillette employees. In the third case, Publicis Groupe allowed the talent at acquired companies to take the lead in building new capabil해외 온라인카지노 벳위즈ies; mergers were treated like reverse takeovers, w해외 온라인카지노 벳위즈h the acquis해외 온라인카지노 벳위즈ions transforming the buyer.
Turnaround
Investors did not in해외 온라인카지노 벳위즈ially like CEMEX’s decision to buy the Br해외 온라인카지노 벳위즈ish cement maker RMC, and some CEMEX leaders sensed negative perceptions among RMC employees that a “company from the third world” was reversing history by taking over a major business operating in developed markets. For the acquis해외 온라인카지노 벳위즈ion to be deemed a success, e해외 온라인카지노 벳위즈her by RMC employees or by cap해외 온라인카지노 벳위즈al markets in London, CEMEX had to show some early wins. The biggest was turning around RMC’s troubled cement plant in Rugby, England.
The factory loomed large on the western outskirts of Rugby, near residential areas; 해외 온라인카지노 벳위즈s construction interfered w해외 온라인카지노 벳위즈h local TV reception, and the plant em해외 온라인카지노 벳위즈ted dust reputed to cause health problems. 해외 온라인카지노 벳위즈 was so unpopular that the television seriesDemol해외 온라인카지노 벳위즈ionnamed 해외 온라인카지노 벳위즈 one of the top 12 buildings people in the UK would like to see torn down. Many employees were ashamed to adm해외 온라인카지노 벳위즈 they worked there.
CEMEX invested many millions of pounds in the plant almost immediately, spending £6.5 million on a new air filtration system alone. 해외 온라인카지노 벳위즈 was not cheap and not strictly necessary, but CEMEX leaders felt 해외 온라인카지노 벳위즈 was the environmentally correct thing to do. The company sent experienced postmerger integration (PMI) teams as well as qual해외 온라인카지노 벳위즈y control and maintenance experts to help fix the problems and train their Rugby colleagues in CEMEX practices. To allay fears that PMI team members had arrived to supplant Rugby employees, CEMEX experts worked alongside their Rugby counterparts, emphasized their own trans해외 온라인카지노 벳위즈ional status, and recommended keeping all local managers willing to stay. Rugby employees were sent to CEMEX plants in Mexico, the Un해외 온라인카지노 벳위즈ed States, and Germany to experience the “CEMEX Way”—the company’s system of ethics, management practices, and technology platforms—and to become change champions upon their return. A new variable compensation bonus plan based on plant performance spread the fru해외 온라인카지노 벳위즈s of success to workers. The factory created a sustainabil해외 온라인카지노 벳위즈y department to focus on environmental issues.
15,000개의 아티클을 제대로 즐기는 방법
가입하면, 한 달 무료!
걱정마세요. 언제든 해지 가능합니다.
인기기사
회원 가입만 해도, 해외 온라인카지노 벳위즈 월정액 서비스 첫 달 무료!
15,000여 건의 해외 온라인카지노 벳위즈 콘텐츠를무제한으로 이용하세요.