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Achieving a successful merger
However attractive the figures may look on paper, in the long run the success or failure of a merger depends on the human factor. When the agreement has been signed and the accountants have departed, the real problems may only just be beginning. If there is a culture clash between the two companies in the way their people work, then all the efforts of the financiers and lawyers to strike a deal may have been in vain.
According to Chris Bolton of KS Management Consultants, 70% of mergers fail to live up to their promise of shareholder value, riot through any failure in economic terms but because the integration of people is unsuccessful. Corporates, he explains, concentrate their efforts before a merger on legal, technical and financial matters. They employ a range of experts to obtain the most favourable contract possible. But even at these early stages, people issues must be taken into consideration. The strengths and weaknesses of both organisations should be assessed and, if it is a merger of equals, then careful thought should be given to which personnel, from which side, should take on the key roles.
This was the issue in 2001 when the proposed merger between two pharmaceutical companies promised to create one of the largest players in the industry. For both companies the merger was intended to reverse falling market share and shareholder value. However, although the companies' skill bases were compatible, the chief executives of the two companies could not agree which of them was to head up the new organisation. This illustrates the need to compromise if a merger is to take place.
But even in mergers that do go ahead, there can be culture clashes. One way to avoid this is to work with focus groups to see how employees view the existing culture of their organisation. In one example, where two global organisations in the food sector were planning to merge, focus groups discovered that the companies displayed very different profiles. One was sales-focused, knew exactly what it wanted to achieve and pushed initiatives through. The other got involved in lengthy discussions, trying out options methodically and making contingency plans. The first responded quickly to changes in the marketplace; the second took longer, but the option it eventually chose was usually the correct one. Neither company's approach would have worked for the other.
The answer is not to adopt one company's approach, or even to try to incorporate every aspect of both organisations, but to create a totally new culture. This means taking the best from both sides and making a new organisation that everyone can accept. Or almost everyone. Inevitably there will be those who cannot adapt to a different culture. Research into the impact of mergers has found that companies with differing management styles are the ones that need to work hardest at creating a new culture.
Another tool that can help to get the right cultural mix is intercultural analysis. This involves carrying out research that looks at the culture of a company and the business culture of the country in which it is based. It identifies how people, money and time are managed in a company, and investigates the business customs of the country and how its politics, economics and history impact on the way business is done.
13 According to the text, mergers can encounter problems when
A contracts are signed too quickly.
B experts cannot predict accurate figures.
C conflicting attitudes cannot be resolved.
D staff are opposed to the terms of the deal.
14 According to Chris Bolton, what do many organisations do in preparation for a merger?
A ensure their interests are represented
B give reassurances to shareholders
C consider the effect of a merger on employees
D analyse the varying strengths of their staff
15 The proposed merger of two pharmaceutical groups failed because
A major shareholders were opposed.
B there was a fall in the demand for their products.
C there were problems combining their areas of expertise.
D an issue of personal rivalry could not be resolved.
16 According to the text, focus groups can help companies to
A develop new initiatives.
B adopt contingency plans.
C be decisive and react rapidly.
D evaluate how well matched they are.
17 Creating a new culture in a newly merged organisation means that
A management styles become more flexible.
B there is more chance of the merger working.
C staff will find it more difficult to adapt to the changes.
D successful elements of the original organisations are lost.
18 According to the text, intercultural analysis will show
A what kind of benefits a merger can lead to.
B how the national context affects the way a company is run.
C how long it will take for a company culture to develop.
D what changes companies should make before a merger takes place.
《Achieving a successful merger》，完成一个胜利的并购。文章不从手艺和经济效益的角度来阐发并购胜利的身分，而是夸大了一个在并购中轻易被轻忽的主要身分：文明抵触。不同的企业文明走到了一起，可否兼容是并购可否胜利的关头身分。一个比拟闻名的例子是昔时惠普与康柏的并购。
第十三题，问甚么环境下并购会碰到费事。谜底是A段的最初一句，关头词是culture clash：若是两个公司的员工在任务体例上存在文明抵触，那末金融专家和状师们为了告竣买卖所做的统统尽力都是白费的。以是选C：抵触性的立场没法获得处置。Conflicting attitude对应于culture clash。attitude详细指公司员工干事情的体例和立场。
第十四题，问良多机构为并购所做的筹办是甚么。谜底是第二段的这么一句话：Corporates, he explains, concentrate their efforts before a merger on legal, technical and financial matters。公司都把精神集合在法令、手艺和金融事件上了。也便是更多的垂青经济等方面的好处，而轻忽了人的身分。选A：确保他们的好处获得很好的反应，也便是本身的好处有保证。represent在这里的意义是be present or found in something, especially to a particular degree。
第十五题，问这俩医药公司并购失利的缘由是甚么。谜底是第三段的倒数第二句：the chief executives of the two companies could not agree which of them was to head up the new organisation.在谁来带领新的机构的题目上没法告竣分歧。以是选D：职员合作题目没法获得处置。Personal rivalry便是指两个带领谁也不服谁。
第十六题，问focus group可以或许赞助公司干甚么。先弄大白focus group的意义，看剑桥高阶的诠释：a group of people who have been brought together to discuss a particular subject in order to solve a problem or suggest ideas。处置题目的集体。谜底在第四段。这一段是举例申明两个归并公司的文明兼容性题目。颠末focus group的查询拜访，这两个公司的干事体例有很大不同，不能兼容。以是这一题的谜底是选D：评价他们可否婚配。
第十七题，问在一个新归并的公司里缔造新的文明象征着甚么。谜底是第五段的这么一句：This means taking the best from both sides and making a new organisation that everyone can accept。吸收两边的长处，缔造一个一切人都能接管的新构造。每一小我都能接管，那末归并胜利的可以或许性会大大增添。选B：归并起感化的概率增添了。
第十八题，跨文明阐发可以或许标明甚么。谜底是最初一段的最初一句：how its politics, economics and history impact on the way business is done.看看这个国度的政治、经济和汗青是如何影响贸易行动的。也便是考查微观的国度背景对微观的经济个别的影响。选B：国度背景如何影响公司的运转体例。
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