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Considerations for a Successful Acquisition

The theoretical research shows that the ability of an organization to manage the changes in organizational culture is the most important factor that determines the success or failure of an acquisition. There are also other factors such as strategy formulation, acquisition planning, and execution of the plan which go a long way in determining the success of the acquisition process. The analysis of the case study shows that the acquisition turned out to be a success primarily due to the identification of proper synergies from acquisition for both the acquired and the acquiring company. Furthermore, BT remained flexible in its approach, communicated well, and ensured that it used the key learning points from its earlier failures. All these factors along with diligent planning and smooth execution of the plan were critical to the success of the acquisition.The engineered wood product sector, namely timber I joists is primarily manufactured in the US with only a few players within Europe. It is the most dominant supplier of timber I joist in mainland Europe. The CEO stated in his annual address that growth in the engineered wood products sector over the forthcoming years would inorganic and found in mergers and acquisitions. The case study can be used as an ideal approach for making a successful acquisition or likeminded businesses when considering an acquisition. The particular case study was used as a considerable amount of information is available for public viewing via journals, press releases, and documents on the internet.Inorganic growth through mergers and acquisitions has been one of the key strategies of growth for many corporations around the world. Typically when organizations face the challenge of venturing from scratch into a market where there is a high degree of competition among the existing players, they resort to mergers and acquisitions.Inorganic growth through mergers and acquisitions has been one of the key strategies of growth for many corporations around the world. Typically when organizations face the challenge of venturing from scratch into a market where there is a high degree of competition among the existing players, they resort to mergers and acquisitions. In this case, an acquisition would remove competition out of the market place, not because there is a high level of competition but to primarily limit the options of customers as opposed to competing on price. Entry through a merger or an acquisition arms the organization with enough knowledge about the market and places it at par with the existing players.