In some situations, it is necessary to consider increasing the salaries of the employees of the acquired company, which should exceed the average market indicators. This will help to avoid mass layoffs. In order to eliminate manifestations of dissatisfaction with the employees of the main company, such an increase can be carried out as a temporary measure, implementing it in the form of additional payments for the transition period.
The process of transferring business processes should not be one-sided. Even with the most rigid policy, attention should be paid to their adaptation and refinement to the existing realities. There are rare examples when the regulations prescribed in the parent company are effective in the acquired company without any refinement.
Under any conditions, rapid stockholder database implementation of changes is associated with increased requirements for the management system, for the efficiency and versatility of the implemented business model. At the same time, there are always risks that are difficult to manage. A decision on a rigid transition format should be made only if you are confident that the planned result justifies potential losses.
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The second approach to merging companies has a higher level of flexibility. In this case, the acquired company retains a certain degree of independence, production processes and corporate culture. At the same time, the management of the acquired enterprise receives specific tasks that need to be solved. The company must confirm its potential in its new status as a division of a large holding.
This transition model is more often used when acquiring large companies operating in a field that differs from the main business areas of the acquiring enterprise. The merger procedure in this situation is smooth, without the shock introduction of new principles. The ultimate success of the process is influenced by the business structure, the motivation of managers and the quality of the goals set for the acquired enterprise.
The level of control in the second approach varies depending on the depth of integration. The parent company may only control financial indicators (if the investor is focused on the return on invested assets), profitability and the most important business requirements, including expanding market share and capturing new niches. With more in-depth control, monitoring of operations in all departments, staffing, implementation of investment programs, etc. may be carried out.