By Price Pritchett
''This booklet helped us detect that the merger technique does not need to be a secret. the answer's to wreck it down into plausible steps, and get going. Prichett & affiliates helped us take care of fact and make experience out of complexity.'' — James A. Bixby — President, Brooktree department, Rockwell Semiconductor structures. ''Speaking from event, every thing this e-book says will occur. . .does occur. the lessons on how you can lead and deal with and occasion as emotional and destabilizing as an acquisition paintings in case you use them and follow them. utilizing Pritchett's classes used to be serious to our success.'' — Fred Tomczyk — President and CEO, London existence assurance corporation. ''After the Merger offers necessary insights into crucial zone of company acquisitions — what do you do with the corporate after the deal closes? Few writers or dealmakers pay sufficient realization to this important subject.'' — Jim Mahoney — writer, nationwide assessment of company Acquisitions. After the Merger, with hundreds of thousands of information and strategies from front-line M&A execs, is your map during the hindrances and landmines that stand within the method whilst businesses are merging their operations. This vintage company publication, revised and up to date to mirror contemporary more and more high-stakes atmosphere, makes use of recognized case histories to illustrate ideas that have ensured sucess. . .or failure. It finds for you: 6 purple FLAGS that sign almost certainly deadly emotional eruptions, and the way you could hold each participant keen on making a powerful corporation; three significant the reason why managers depart, and what you are able to do to maintain those helpful participants in your crew; confirmed recommendations to exploit the instability created by way of a merger oracquisition.
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Extra info for After the Merger: The Authoritative Guide for Integration Success, Revised Edition
Investors were pleased with her view of HP’s future: She promised 15 percent annual growth in sales and earnings, quite a goal for a company with five consecutive years of declining revenue. Ms. Fiorina also changed the way HP was run. Rather than continuing to operate as separate product groups, which essentially meant the company operated as dozens of minicompanies, Ms. Fiorina reorganized the company into just two divisions. In 2002, HP announced that it would merge with Compaq Computers. However, in one of the more acrimonious recent corporate battles, a group led by Walter Hewlett, son of one of HP’s cofounders, fought the merger.
Do Managers Act in the Stockholders’ Interests? Whether managers will, in fact, act in the best interests of stockholders depends on two factors. First, how closely are management goals aligned with stockholder goals? This question relates, at least in part, to the way managers are compensated. Second, can managers be replaced if they do not pursue stockholder goals? This issue relates to control of the firm. As we will discuss, there are a number of reasons to think that, even in the largest firms, management has a significant incentive to act in the interests of stockholders.
By this we mean that they are entitled only to what is left after employees, suppliers, and creditors (and everyone else with legitimate claims) are paid their due. If any of these groups go unpaid, the stockholders get nothing. So if the stockholders are winning in the sense that the leftover, residual portion is growing, it must be true that everyone else is winning also. Because the goal of financial management is to maximize the value of the stock, we need to learn how to identify investments and financing arrangements that favorably impact the value of the stock.
After the Merger: The Authoritative Guide for Integration Success, Revised Edition by Price Pritchett