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商品の説明
内容説明
Mergers are making headlines and prompting questions about which will ultimately succeed and which will fail. The wave of mergers in all sectors continues unabated: petroleum, financial services, telecoms, automotives, accountancy, and even in publishing. Even in an economic downturn, merger and acquisition activity continues to accelerate. However, an A.T. Kearney pan-European study suggests that half the acqusitions fail to achieve their objectives, while three-quarters actually destroy shareholder value. The objective for most mega-mergers is to increase market share and capitalise from the [elusive] "synergies" between businesses while making substantial cost savings via economies of scale. With such a clear objective in mind how come things go so disastrously wrong? Although integration is not without stress for an organization and employees, mergers can succeed if companies develop and adhere to a highly disciplined strategy of adding value on day one while implementing a blueprint for future growth. After the Merger shows how.* This book provides answers about effective integration strategies under merger & acquisition situations * Categorises merger objectives and provides a framework for ensuring the core objective(s) are met * Identifies the seven merger types * identifies the generic "must-do" practices common to any M&A situation * Suggests strategies and tactics for successful merger integration depending on which of the merger types you are in * Offers practical support and advice for senior and middle managers undertaking merger projects * Includes corporate stories and anecdotes and offers a toolkit approach incorporating tips, diagnostics, and how to techniques
内容（「BOOK」データベースより）
本書は、ポスト・マージャー・プロセスに焦点を当て、そこで経営者が何をしたら良いのか、何をしてはいけないのか、ということを、実例をふんだんに取り入れながら七つのポイントにまとめている。M&Aの成否自体については、取引後の企業の株価をトレースして、客観的な判断を加えた。
--このテキストは、絶版本またはこのタイトルには設定されていない版型に関連付けられています。
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最も参考になったカスタマーレビュー
14 人中、10人の方が、｢このレビューが参考になった｣と投票しています。
形式:単行本
企業合併後の統合プロセス（Post Merger Integration）において必要なものは、ビジョン、リーダーシップ、成長、初期成果、企業文化、コミュニケーション、リスクマネジメントの７つである、と説く。
企業合併に関する本では、財務面・法務面での本は多いが、このように定性的要件をまとめようとした本は、他にはないのではないか。その意味で、チャレンジングな試みは評価したい。
しかし、本書で展開されている分析には、正直、物足りなさを感じた。「ビジョンがあって成功した」「ビジョンがなくて失敗した」という実例は豊富だが、帰納法的アプローチに終始しており、例えば、なぜそのＭ＆Ａにはビジョンがなかったのか、他に失敗の原因となったことはなかったのか、というさらに一歩踏み込んだ分析は見られない。
Ｍ＆Ａは、多くの利害関係者の様々な思いが錯綜するものであり、「分かっているけど思い通りにならない」というのが現実的であり、「ここはゆずれないけど、ここはゆずる」という妥協の産物である面があるのもまた事実であろう。画一的な論理展開で説明しきれるものではないのではないか。
和訳のこなれなさもあり、冗長に感じられるのも残念だ。しかし、Ｍ＆Ａ自体は今後も増えていくだろうし、この本が提示しているテーマは重要なわりに議論が避けられてきたテーマだと思うので、この本が試金石となって今後の発展に期待したい。
5 人中、3人の方が、｢このレビューが参考になった｣と投票しています。
形式:単行本
合併の成否に関しよくいわれる、「相性があう」「あわなかった」という理由について事例を挙げて真正面から反対してくれる本である。合併前の構想・計画に対して迅速に遂行していくことが成功の主要な鍵であることを教えてくれる。
Amazon.com で最も参考になったカスタマーレビュー (beta)
Amazon.com:
2件のカスタマーレビュー
12 人中、10人の方が、｢このレビューが参考になった｣と投票しています。
Attention: you can be (in) the next!
2000/10/23
形式:テキスト
The word "merger" is one apt to strike fear in the hearts of any employee of a successful company in this era of globalization. No matter in what market you are or the size your company has, it is a possible target (or "source") for a future merger. As it is mentioned in the introduction of this book: any employee will experience at least one merger during his/her working life!
But, being such an important move, why are only 42% of the mergers successful? Why are they so focused on "fit" and "synergy" instead of vision and growth? Why have 86% of the companies failed in communicating their new alliance sufficiently? Why do only 32% of merging companies actively pursue risk management?
Having so many questions in mind, we should ask at least another one: What about the future?
The 3 authors, all top executives of A.T.Kearney with extensive experience in Mergers and Acquisitions (M&A), will not give the reader all the answers but at least show the way. They develop that subject focusing on 7 simple, but effective, rules that should help you steer through a merger a successful integration: Vision, Leadership, Growth, Early Wins, Cultural Differences, Communication and Risk Management. After placing the reader in a hypothetical situation related to each rule, the authors briefly explain it, point some facts they confronted in the A.T.Kearney Global PMI (Post-Merger Integration) Survey and give many examples (more than 40) involving well-known companies which had both successful and unsuccessful attempts in mergers, such as Novartis, Aventis and Exxon Mobil. These examples bring the subject into focus and help the reader understand how the particular rule being explored impacts the post-merger integration. At the end of each chapter, the authors state the rule and give the reader some practical suggestions on how to apply each rule to their own situation.
This book presents a powerful blueprint on how post-merger integration should be done. The seven rules presented confirmed how critical the so called Triangle of Merger Success (Get Buy-in, Provide Orientation and Manage Expectation) is during the post-merger integration process.
I strongly recommend this book to all professionals, especially those who are facing a merger, and top managers, who are/would be responsible for a present/future post-merger integration. It is an easy-to-read book, interesting and the case studies are clear and do not detract from the main thrust of the book.
5 人中、4人の方が、｢このレビューが参考になった｣と投票しています。
After the Merger by Max M. Habeck, et al
2001/6/12
形式:テキスト
The title does not accurately describe this book. There is absolutely no substantial discussion around post-merger integration. I must have been confused by the "After the Merger" title, there is limited value to this book if you are looking for strategies of how to handle merger integration, and little value for other purposes as well. The book describes generalities, for example: it takes the authors approximately 15 pages to relate that mergers should not be focused on cost cutting "efficiency synergies", rather they should be focused on "Growth Synergies". If you already have a basic understanding of merger integration concepts, this book is a waste of your time.
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