Introduction to Mergers and Acquistions

Pre-merger communications often averts poor post-merger performance.

Match Making an M/A Transaction

Try to form a business partner relationship before pursuing a transaction.

M/A Transaction Types

Each type or merger or acquisition will have a lasting impact on the new organization.

M/A Motivation

Understanding each party’s motivation for pursuing a transaction is critical.

Starting the M/A Process

Each controlling entity needs to ask and answer some basic questions about the transaction.

Initial M/A Positioning

Spend time in a detailed “get to know” session early in the M/A discussion.

Why Mergers Fail

Poor employee communication during early transaction discussions usually results in failure.

Management M-A Buy-IN

Employee communications with first level supervisors or managers is critical.

Merging Realities

Management must recognize the negative employee feelings when merger discussions begin.

Acknowledge the Obvious

Management needs to address employees as soon as any M/A discussions begin.

Employee M/A Anxiety

Increased levels of anxiety will be ever present until merging activities are complete.

M/A Dialogue

Develop an overall communications plan to ensure consistency of the M/A messages.

M/A FAQs for Employees

Provide an FAQ document to employees replace rumors with factual information.

What It's Worth

The valuation of a company discussed in an M/A transaction can vary widely.

Likely M/A Show Stoppers

Identify issues that could stymie an M/A transaction as early as possible in the discussions.

What's New and Coming

This collection will never be completed; more material will be added regularly.

Article Listing

A listing of articles alphabetically and by number

The Could Versus Should Trap

Creeping feature requests can easily add undue complexity and lengthen the time to market.

Awareness and Urgency

Prospect awareness of what you offer is not enough; they must have a sense of urgency.

Introduction to Volume 9

This volume’s contents do not fit nicely into the structure of the site but may be of interest.

Site Statistics

Articles average two pages in length and 785 words and can be read in three minutes or less.

Landing a Job Overview

Landing a new job requires planning, alignment, and execution, just like landing an airplane.

Running To or Away

It is easy to rationalize any new position if one is focused on running away from where they are.

Breadth or Depth Value

Does the candidate and the company want subject matter expertise or general knowledge?

Large or Small Company Support

Some individuals cannot adapt to the differences between large and small company support.

Long-Term Value

Both the candidate and the company need to assess their long-term value in the hiring process.

Hidden Information in Plain Sight

Examine all available sources of information during the interview preparation process.

Bring and Ask Questions

: Interviews need to be two-way dialogues in which both parties ask and answer questions.

They Know All About You

Online information about you will be reviewed during the hiring process; plan for it.

Prepare for Three Questions

Prepare answers to what your past boss might say about you and a mistake you made.

One-Page Resume Nonsense

Providing relevant information should dictate the length of a resume.

Ampersands Should Stay on the Keyboard

Prepare a resume as if it was a paper for a Language Arts class, not as a quick SMS to a friend.

Make it All About Them, Not You

The topline statement of your resume should focus on how you can help the company.

Research by Both

Both the candidate and the company should expend the same effort in researching each other.

Education, Experience, Wisdom

Demonstrating sound business judgment sets candidates apart.

Always on Stage

Assume that everyone you meet or see is evaluating you as part of your job interview.

There Are Stupid Questions

Ask appropriate and well-thought-out, relevant questions during the interview.

Talk Less and Listen More

Engage the interviewers by asking probing and follow-up questions.

Never Say 'That is a Good Question'

It is OK to pause while you are formulating a thoughtful response to a question.

Know When to Stop

Asking for the job at the appropriate time is OK but asking too early or continually asking is not.

Meet Your Boss's Boss

Your boss’s boss, is the likely person to help your career advancement.

What You and Others Learned

List what you learned during interviews and what you think the interviewers learned about you.

Say Thanks and Mean It

Send non-self-serving information to interviewers to keep you top-of-mind.

Things to Think About

Ask and answer a broad range of questions before committing to starting a business.

Sales Aren't Happening

There are a dozen major activities that can impede the flow of sales that are often missed.

Learning From Losses

There is an outcome for every prospect that starts the sales process. Understand them.

DNA Match

It is important to explore the different characteristics of a candidate and the company.

Tell A Story

Show who you are with stories in your resume.

Movin On Up

The keys to success for larger clients and smaller clients may not be the same.

What Is Next

Identify definitive six-month success goals to keep focused and avoid diversions.

Do Differently

Carefully and regularly review errors and traps you and others have made to avoid them.

Making Time Versus Taking Time

Show others that you are human and truly care about them and not just the work they do.

Hiring Number Two

Hiring someone to help shoulder the load of the CEO in a new company is critical to its success.

Why You, Why Us, Why Now

What’s In it for You and Me are obvious relationship questions that need to be clearly answered.

Dancing with Goliath Introduction

Forming a relationship with a large company first requires careful dancing.

Meeting Goliath

One never knows when an opportunity to meet a Goliath will occur; be ready.

Do Your Homework

Prepare carefully and thoroughly before initially meeting with a potential business partner.

Getting Goliath's Attention

Get Goliath’s attention by talking about increasing their revenue and market share.

Whom Are You Dancing With

Your Goliath contact needs to act as a local guide that helps you through the corporate maze.

Watch Your Ps and Qs

You are on-stage, in full view, during your first meeting with a Goliath act accordingly.

Hidden Goliath Enemies

Individuals within a Goliath can sabotage your efforts; don’t be surprised, but plan for them.

Goliath Land Mines

Potential land mines that can derail a David-Goliath relationship are everywhere; be careful.

Tiny Goals for Maximum Performance

Define and focus on very short, easily attainable goals, following the adage of one step at a time.

A Handy Reference Guide for Executives and Managers at All Levels.

9 Volumes 37 Chapters ~535 Articles

Browse Select Read Download

 

 

The weight of your world does not have to be on your shoulders.
The articles in this site will help to lift that weight from your shoulders.
Pick an article similar to how you pick a route on a page of an atlas.
There is no need to look at other articles, just as you ignore other pages in an atlas.
It is easy to start a business but it is hard to run. Bumps and unexpected sharp turns in the road are always present.
Others have traveled the road before you; learn from them. This site may help.