After the Merger

In this summary you will learn

• Why mergers fail
• What the four types of mergers are
• What steps managers in both the acquirer and acquired firm should take

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Why you should read After the Merger

Despite the breathless headlines about the latest billion-dollar merger, most mergers don’t work. In fact, more than half of all mergers fail, derailed by a common set of pitfalls. Companies merge without considering how they’ll integrate after the deal; they don’t communicate properly with their employees, and executives don’t make decisions quickly enough to placate frightened workers. The executives who navigate mergers effectively are those who communicate well, deal with ambiguity and make decisions in times of instability. Author Price Pritchett offers an easily digested primer on the hazards of mergers, and lists hints for avoiding common problems. The authors provide plenty of concrete examples showing how such companies as Sony, Wells Fargo and the Chicago Sun-Times suffered from the dilemmas that accompany mergers. getAbstract recommends this comprehensive guide for managers on both sides of a business marriage. Caution: Read After the Merger before you merge.

About the Authors

Price Pritchett runs a Dallas-based consulting firm, Pritchett & Associates. He holds a doctorate and has written more than 20 books. Donald Robinson  is a manager in Pritchett & Associates’ consulting group and has helped firms in the U.S. and Europe handle mergers. Russell Clarkson  is consulting principal at Pritchett & Associates and has served as a director to New York University’s Management Decision Laboratory.