Mergers & Acquisitions
-> Integration
A large number of acquisitions are not worthwhile despite a professional and successful approach. One common reason is inadequate integration.
The M&A process does not end with the signing of the contract, but should consider the integration process.
Our guideline is characterized by fast but well thought-out action.
Employees, customers, suppliers and investors encounter a new company and must be sufficiently informed. However, integration must not affect day-to-day business.
We accompany you through the whole process and prepare you for the first day of integration, before the time comes.
Your advantage: Your company will immediately emerge strengthened from the acquisition.
Classic integration
Company acquisitions as a supplement to organic growth necessarily require full integration. By this we mean the actual exploitation of all the benefits of the business combination. This can only be achieved if all the people, systems and processes involved are connected.
Early integration
Integration is now commonplace in the market. Each phase of the M&A process holds information that is beneficial to overall success, including integration. This information must be collected and taken into account in the overall process. Therefore, we gather this information during the M&A process and prepare the integration. Weak points and economies of scale are identified early on.
Complete integration
The greatest challenge is the integration of a previously dependent business unit, as it is almost incapable of acting when the purchase agreement is signed. Hardware and software, purchasing departments and decision-making hierarchies break away. The business unit has to be taken over gradually and clear deadlines agreed with the previous group.