I have acquired a high expertise company:How to maximise the commercial benefitsof integration?

Your company has just made a complementary acquisition. It is extending its skills by buying either a supplier or a technology partner, and in all cases a company with a strong expertise. The two entities have different business models, because they have specific underlying skills, key assets, offerings and customers.

So when you announce the deal to your customers, should they rejoice? Some people quip: ‘Well done, yet the value for us in practical terms remains to be seen.’

How do you answer this question?

By adding an entrepreneurial approach, based on the principles of effectuation, to the logic of planning and control that prevails in an acquisition operation.

By adopting a collaborative approach, with the aim of helping teams from both entities to identify commercial opportunities and transform the best ones into value propositions.

To find out more, ask for the PDF article.