Successful Management of Mergers & Acquisitions: Development of a Synergy Tracking Tool for the Post Merger Integration
the previous chapter are regularly dominant factors in deal values of M&A transactions. Often strategic decisions, such as increasing the company value through external growth, depend on attainable synergy potentials. However, synergies are not realized by themselves. Hence, it is necessary to c...
Gespeichert in:
| 1. Verfasser: | |
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| Format: | Elektronisch E-Book |
| Sprache: | English |
| Veröffentlicht: |
Hamburg
Diplomica Verlag
2014
|
| Ausgabe: | 1st ed |
| Schlagworte: | |
| Zusammenfassung: | the previous chapter are regularly dominant factors in deal values of M&A transactions. Often strategic decisions, such as increasing the company value through external growth, depend on attainable synergy potentials. However, synergies are not realized by themselves. Hence, it is necessary to conduct an effective synergy management in order to achieve the defined goals. Synergy management within M&A projects has to overcome problems relating synergy realization which are often caused by complex implementation proposals by the top management or insufficient planning of synergy potentials in previous stages of the M&A transaction. As earlier mentioned, it is often led by the top management via top-down decisions. However; it is increasingly recommended to integrate employees working in the departments where synergies have to be created. The synergy management has three core elements which are the identification, quantification, and the ultimate realization of synergy potentials. It is assisted by the synergy tracking which can be seen as a support function of the synergy management. Synergy tracking embraces two different types which depend on the issues to deal with. On the one hand the strategic synergy tracking which deals mainly with comprehensive topics, such as corporate environment, corporate structure and aspects of corporate culture. On the other hand the operational synergy tracking which is concerned with synergies that generally arise in the departments like cost synergies as a result of optimized business processes. In the following, the emphasis is on the operational synergy tracking where the majority of synergies need to be monitored |
| Beschreibung: | Description based on publisher supplied metadata and other sources |
| Beschreibung: | 1 online resource (72 pages) |
| ISBN: | 9783954896653 9783954891658 |
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| 520 | |a the previous chapter are regularly dominant factors in deal values of M&A transactions. Often strategic decisions, such as increasing the company value through external growth, depend on attainable synergy potentials. However, synergies are not realized by themselves. Hence, it is necessary to conduct an effective synergy management in order to achieve the defined goals. Synergy management within M&A projects has to overcome problems relating synergy realization which are often caused by complex implementation proposals by the top management or insufficient planning of synergy potentials in previous stages of the M&A transaction. As earlier mentioned, it is often led by the top management via top-down decisions. However; it is increasingly recommended to integrate employees working in the departments where synergies have to be created. The synergy management has three core elements which are the identification, quantification, and the ultimate realization of synergy potentials. It is assisted by the synergy tracking which can be seen as a support function of the synergy management. Synergy tracking embraces two different types which depend on the issues to deal with. On the one hand the strategic synergy tracking which deals mainly with comprehensive topics, such as corporate environment, corporate structure and aspects of corporate culture. On the other hand the operational synergy tracking which is concerned with synergies that generally arise in the departments like cost synergies as a result of optimized business processes. In the following, the emphasis is on the operational synergy tracking where the majority of synergies need to be monitored | ||
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| spelling | Schade, Vincent Verfasser aut Successful Management of Mergers & Acquisitions Development of a Synergy Tracking Tool for the Post Merger Integration 1st ed Hamburg Diplomica Verlag 2014 © 2014 1 online resource (72 pages) txt rdacontent c rdamedia cr rdacarrier Description based on publisher supplied metadata and other sources the previous chapter are regularly dominant factors in deal values of M&A transactions. Often strategic decisions, such as increasing the company value through external growth, depend on attainable synergy potentials. However, synergies are not realized by themselves. Hence, it is necessary to conduct an effective synergy management in order to achieve the defined goals. Synergy management within M&A projects has to overcome problems relating synergy realization which are often caused by complex implementation proposals by the top management or insufficient planning of synergy potentials in previous stages of the M&A transaction. As earlier mentioned, it is often led by the top management via top-down decisions. However; it is increasingly recommended to integrate employees working in the departments where synergies have to be created. The synergy management has three core elements which are the identification, quantification, and the ultimate realization of synergy potentials. It is assisted by the synergy tracking which can be seen as a support function of the synergy management. Synergy tracking embraces two different types which depend on the issues to deal with. On the one hand the strategic synergy tracking which deals mainly with comprehensive topics, such as corporate environment, corporate structure and aspects of corporate culture. On the other hand the operational synergy tracking which is concerned with synergies that generally arise in the departments like cost synergies as a result of optimized business processes. In the following, the emphasis is on the operational synergy tracking where the majority of synergies need to be monitored Consolidation and merger of corporations -- Management Consolidation and merger of corporations Erscheint auch als Druck-Ausgabe Schade, Vincent Successful Management of Mergers & Acquisitions : Development of a Synergy Tracking Tool for the Post Merger Integration |
| spellingShingle | Schade, Vincent Successful Management of Mergers & Acquisitions Development of a Synergy Tracking Tool for the Post Merger Integration Consolidation and merger of corporations -- Management Consolidation and merger of corporations |
| title | Successful Management of Mergers & Acquisitions Development of a Synergy Tracking Tool for the Post Merger Integration |
| title_auth | Successful Management of Mergers & Acquisitions Development of a Synergy Tracking Tool for the Post Merger Integration |
| title_exact_search | Successful Management of Mergers & Acquisitions Development of a Synergy Tracking Tool for the Post Merger Integration |
| title_full | Successful Management of Mergers & Acquisitions Development of a Synergy Tracking Tool for the Post Merger Integration |
| title_fullStr | Successful Management of Mergers & Acquisitions Development of a Synergy Tracking Tool for the Post Merger Integration |
| title_full_unstemmed | Successful Management of Mergers & Acquisitions Development of a Synergy Tracking Tool for the Post Merger Integration |
| title_short | Successful Management of Mergers & Acquisitions |
| title_sort | successful management of mergers acquisitions development of a synergy tracking tool for the post merger integration |
| title_sub | Development of a Synergy Tracking Tool for the Post Merger Integration |
| topic | Consolidation and merger of corporations -- Management Consolidation and merger of corporations |
| topic_facet | Consolidation and merger of corporations -- Management Consolidation and merger of corporations |
| work_keys_str_mv | AT schadevincent successfulmanagementofmergersacquisitionsdevelopmentofasynergytrackingtoolforthepostmergerintegration |