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Post Merger Integration

Mergers In A Low-Oil-Price Environment: Proceed With Caution

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Mergers In A Low-Oil-Price Environment: Proceed With Caution

by McKinsey & Company
A deal deluge typically follows an oil-price collapse — but hasn’t always created value. Past cycles teach that deals enabling players to lower costs will probably be most valuable in today’s volatile oil-price world. Unlike what happened during previous oil-price collapses, M&A activity has been limited since prices started to fall in 2014. But the signs are that M&A activity may be building, and oil-company management teams should think about what deal strategies they should pursue. […] Read more

U.S. Airways Merger: A Strategic Variance Analysis Of Changes In Post-Merger Performance

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Exhibit 1 U.S. Airline Industry Trends: 1996–2012

by Elsevier Ltd.
This case provides students the opportunity to apply strategic variance analysis (SVA) methodology in analyzing the performance changes realized in an airline merger. The U.S. Airways–America West merger provides an example of a complex, strategic action that simultaneously impacts firm size, unit pricing and costs, efficiency, and capacity for the combining airlines. […] Read more

The Right Combination: Managing Integration For Deal Success

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by Ernst & Young
Post-deal integration is an incredibly challenging process and research shows that one in every two deals fails to achieve its strategic aims. We hope this study can help readers understand the common mistakes that companies make when integrating new acquisitions and how best to avoid these pitfalls. […] Read more

The Right Combination: Managing Integration For Deal Success

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by Ernst & Young
Post-deal integration is an incredibly challenging process and research shows that one in every two deals fails to achieve its strategic aims. We hope this study can help readers understand the common mistakes that companies make when integrating new acquisitions and how best to avoid these pitfalls. […] Read more

The Right Combination: Managing Integration For Deal Success

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by Ernst & Young
Post-deal integration is an incredibly challenging process and research shows that one in every two deals fails to achieve its strategic aims. We hope this study can help readers understand the common mistakes that companies make when integrating new acquisitions and how best to avoid these pitfalls. […] Read more

Starting With The End In Sight: Integrating Finance After A Merger

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by Accenture
When two companies merge, integrating their Finance functions is a major imperative. Variations in financial standards and procedures can prevent the merged entity’s Finance function from effective daily operations, impacting both internal and external stakeholders. […] Read more

Starting With The End In Sight: Integrating Finance After A Merger

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by Accenture
When two companies merge, integrating their Finance functions is a major imperative. Variations in financial standards and procedures can prevent the merged entity’s Finance function from effective daily operations, impacting both internal and external stakeholders. […] Read more

Starting With The End In Sight: Integrating Finance After A Merger

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by Accenture
When two companies merge, integrating their Finance functions is a major imperative. Variations in financial standards and procedures can prevent the merged entity’s Finance function from effective daily operations, impacting both internal and external stakeholders. […] Read more

Growth Through M&A: Promise And Reality

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Figure 1 Breakdown of M&A deals

by Deloitte
It isn’t unusual for a company pursuing a merger or acquisition to express high hopes that the deal will be a growth engine. The intention, quite reasonably, is that the resulting combination of products, people and pipelines will take the business to new heights. Then reality sets in. The combined business has to deal with a presence in multiple markets, a larger and more diverse customer base, a more complex product and services portfolio, and a high level of people and operational complexity. […] Read more

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