BACKGROUND
All companies strive for growth.
Strategic plans are prepared identifying new products and services to be
developed and new markets to be penetrated. Many of these plans require mergers
and acquisitions to obtain the strategic goals and objectives rapidly. Yet
often even the best-prepared strategic plans fail when based on mergers and
acquisitions. Too many executives view strategic planning for a merger or
acquisition as planning only and often give little consideration to
implementation, which takes place when both companies are actually combined.
Implementation success is vital during any merger and acquisition process.
PLANNING FOR GROWTH
Companies can grow in two
ways—internally or externally. With internal growth, companies cultivate their
resources from within and may spend years attaining their strategic targets and
marketplace positioning. Since time may be an unavailable luxury, meticulous
care must be given to make sure that all new developments fit the corporate
project management methodology and culture.
External growth is significantly more complex.
External growth can be obtained through mergers, acquisitions, and joint
ventures. Companies can purchase the expertise they need very quickly through
mergers and acquisitions. Some companies execute occasional acquisitions while
other companies have sufficient access to capital such that they can
perform continuous acquisitions. However, once again, companies often neglect
to consider the impact on project management after the acquisition is made. Best
practices in project management may not be transferable from one company to
another. The impact on project management systems resulting from mergers and
acquisitions is often irreversible, whereas joint ventures can be terminated.
Project management often suffers
after the actual merger or acquisition. Mergers and acquisitions allow
companies to achieve strategic targets at a speed not easily achievable through
internal growth, provided the sharing or combining of assets and capabilities
can be done quickly and effectively. This synergistic effect can produce
opportunities that a firm might be hard-pressed to develop by itself.
Mergers and acquisitions focus on
two components: preacquisition decision making and postacquisition integration
of processes. Wall Street and financial institutions appear to be interested
more in the near-term financial impact of the acquisition rather than the
long-term value that can be achieved through combined or better project
management and integrated processes. During the mid-1990s, companies rushed
into acquisitions in less time than the company required for a capital
expenditure approval. Virtually no consideration was given to the impact on
project management and on whether project management knowledge and best
practices would be transferable. The result appears to have been more failures
than successes.
When a firm rushes into an
acquisition, often very little time and effort are spent on postacquisition
integration. Yet this is where the real impact of the acquisition is felt.
Immediately after an acquisition, each firm markets and sells products to each
other’s customers. This may appease the stockholders, but only in the short
term. In the long term, new products and services will need to be developed to
satisfy both markets. Without an integrated project management system where
both parties can share the same intellectual property and work together, this
may be difficult to achieve.
When sufficient time is spent on
preacquisition decision making, both firms look at combining processes, sharing
resources, transferring intellectual property, and the overall management of
combined operations. If these issues are not addressed in the preacquisition
phase, then the unrealistic expectations may lead to unwanted results during the
postacquisition integration phase.
STRATEGIC TIMING ISSUE
Lenore Industries had been in
existence for more than 50 years and served as a strategic supplier of parts to
the automobile industry. Lenore’s market share was second only to its largest
competitor, Belle Manufacturing. Lenore believed that the economic woes of the
U.S. automobile industry between 2008 and 2010 would reverse themselves by the
middle of the next decade and that strategic opportunities for growth were at
hand.
The stock prices of almost all of the automotive
suppliers were grossly depressed. Lenore’s stock price was also near a 10-year
low. But Lenore had rather large cash reserves and believed that the timing was
right to make one or more strategic acquisitions before the market place turned
around. With this in mind, Lenore decided to purchase its largest competitor,
Belle Manufacturing.
PREACQUISITION
DECISION MAKING
Senior
management at Lenore fully understood that the reason for most acquisitions is
to satisfy strategic and/or financial objectives. Table I shows the six reasons identified by senior
management at Lenore for the acquisition of Belle Manufacturing and the most
likely impact on Lenore’s strategic and financial objectives. The strategic
objectives are somewhat longer term than the financial objectives, which are
under pressure from stockholders and creditors for quick returns.
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