LEADER 05486nam 2200673Ia 450 001 9910461867303321 005 20200520144314.0 010 $a1-118-36125-3 010 $a1-283-59904-X 010 $a9786613911490 010 $a1-118-36124-5 035 $a(CKB)2670000000246185 035 $a(EBL)1021560 035 $a(OCoLC)793497238 035 $a(SSID)ssj0000711541 035 $a(PQKBManifestationID)11411154 035 $a(PQKBTitleCode)TC0000711541 035 $a(PQKBWorkID)10693573 035 $a(PQKB)10213200 035 $a(PQKBManifestationID)16114205 035 $a(PQKB)21687943 035 $a(MiAaPQ)EBC1021560 035 $a(DLC) 2012019482 035 $a(Au-PeEL)EBL1021560 035 $a(CaPaEBR)ebr10602118 035 $a(CaONFJC)MIL391149 035 $a(EXLCZ)992670000000246185 100 $a20120510d2012 uy 0 101 0 $aeng 135 $aur|n|---||||| 181 $ctxt 182 $cc 183 $acr 200 10$aM&A integration--how to do it$b[electronic resource] $eplanning and delivering M&A integration for business success /$fDanny A. Davis 210 $aHoboken, NJ $cWiley$d2012 215 $a1 online resource (336 p.) 300 $aIncludes index. 311 $a1-119-94486-4 327 $aM&A INTEGRATION; CONTENTS; PREFACE; ABOUT THE AUTHOR; INTRODUCTION; PART I: THE STRATEGIC DRIVERS; CHAPTER 1: M&A OVERVIEW; CHAPTER SUMMARY; WHAT TYPES OF M&A ARE THERE?; HOW MUCH SHOULD WE PAY?; MOST MERGERS FAI L; DEFINE SUCCESS; THE M&A PROCESS; STRATEGIC M&A PROCESS; STRATEGY: LINKING PRE-DEAL AND POST-DEAL STRATEGY; CHAPTER 2: INTEGRATION OVERVIEW; CHAPTER SUMMARY; INTEGRATION OBJECTIVE; WHAT IS INTEGRATION?; INTEGRATION STRATEGIES; REASON FOR SUCCESS; WILL WE SUCCEED?; LEARNING FROM MERGERS; DIFFERENT MERGERS AT DIFFERENT STAGES OF THE COMPANY LIFE CYCLE 327 $aWHAT SHOULD WE EXPECT DURING THE INTEGRATION?TRANSFORMING THE BUSINESS; CHAPTER 3: PLANNING FOR INTEGRATION; CHAPTER SUMMARY; MODEL FOR INTEGRATION PLANNING; INTEGRATION CHECKLIST; WHAT IS 100 DAY PLANNING?; DAY 1; INFORMATION; BRINGING THE COMPANIES TOGETHER; PLANNING FOR "THE DIP" IN PRODUCTIVITY AND SERVICE; REVIEW INTEGRATION READINESS; CHAPTER 4: INTEGRATION DRIVERS; CHAPTER SUMMARY; WHAT ARE SYNERGIES?; HOW DEEP TO CUT; THE PRINCIPLES OF INTEGRATIONS; BUDGET FOR INTEGRATION; INTEGRATION TRACKING; 2ND WAVE INTEGRATION; CHAPTER 5: INTEGRATION GOVERNANCE OR STRUCTURE; CHAPTER SUMMARY 327 $aPUT PEOPLE IN PLACERESPONSIBILITY AND ACCOUNTABILITY; CONTROLS IN PLACE AT DIFFERENT LEVELS; BOARD TRACKING OF INTEGRATION; AGREE REPORTING REQUIREMENTS; TEACHING INTEGRATION IN OUR COMPANY; INTEGRATION STANDARDS, TOOL KITS, PROCESS; RISK WORKSHOP AND RISK MANAGEMENT; TRACK PROGRESS; CHAPTER 6: DELIVERY - "INTEGRATION MANAGEMENT"; CHAPTER SUMMARY; MOBILIZE A MERGER TEAM; STRATEGIC DELIVERY OF INTEGRATION; ROLL OUT NEW PROCEDURES FOR MANAGING PROJECTS; INTEGRATION MANAGEMENT OFFICE; INTEGRATION MANAGEMENT; STRATEGIC PLANS, PARALLEL PLANNING PROCESS, DETAILED PLANS; PART II: THE FUNCTIONS 327 $aCHAPTER 7: FINANCECHAPTER SUMMARY; LINKS WITH OTHER PARTS OF THE INTEGRATION; FINANCE READINESS REVIEW; FINANCIAL INTEGRATION STRATEGIES; LEARNING POINTS FOR FINANCE; OUTSOURCING; FINANCIAL BASICS; FINANCIAL RISK MANAGEMENT; BENCHMARKS, KEY PERFORMANCE INDICATORS; WHAT INFRASTRUCTURE IS NEEDED?; FINANCE ORGANIZATION - PEOPLE; PROCESSES AND IT; CHAPTER 8: IT; CHAPTER SUMMARY; IT PERSPECTIVE DAY 1; ASSESS READINESS FOR INTEGRATION; IT AND INTEGRATION STRATEGY; REASONS FOR CHANGE IN IT DURING A MERGER; LEVEL OF INTEGRATION; LINKS WITH OTHER PARTS OF THE INTEGRATION; ISSUES DURING AN INTEGRATION 327 $aDO THE BASICSINTEGRATE OR CONSOLIDATE SYSTEMS; IT INTEGRATION SUCCESS; IT INTEGRATION CHECKLIST; CHAPTER 9: HUMAN RESOURCES; CHAPTER SUMMARY; HR FOR THE INTEGRATION (OUTSIDE HR); HR CHECKLIST; HR FOR THE HR INTEGRATION; CHAPTER 10: COMMUNICATIONS; CHAPTER SUMMARY; MANAGEMENT COMMUNICATIONS; COMMUNICATIONS OVERVIEW; COMMUNICATIONS FOR THE WHOLE INTEGRATION; COMMUNICATIONS PERSPECTIVE DAY 1; THE INTEGRATION OF COMMUNICATIONS; CHAPTER 11: SALES AND MARKETING; CHAPTER SUMMARY; LINKS WITH OTHER PARTS OF THE INTEGRATION; SALES AND MARKETING OVERVIEW; BRAND; CULTURE OF SALES AND MARKETING 327 $aCOMMUNICATION PLANNING 330 $aThe flurry of M&A deals announced in 2011, including AT&T's agreement to acquire T-Mobile USA, ConAgra's proposed bid for Ralcorp, and eBay's acquisition of GSI Commerce, indicate that M&A has returned, and is perhaps headed back to the levels seen before the financial crisis. Most firms of a certain size will turn to it in their search for growth, forcing almost all managers to face up to the challenge of integration at some point their career. For many managers it is often their first, and only time and M&A is high on the list of things that many managers hate. According to many studies, 5 606 $aConsolidation and merger of corporations 606 $aConsolidation and merger of corporations$xManagement 608 $aElectronic books. 615 0$aConsolidation and merger of corporations. 615 0$aConsolidation and merger of corporations$xManagement. 676 $a658.1/62 700 $aDavis$b Danny$f1972-$0968736 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9910461867303321 996 $aM&A integration--how to do it$92200412 997 $aUNINA