In order for an acquisition and merger to be worth the investment, executive leadership needs to see substantial growth in an appropriate and agreed-upon timeframe.
And substantial growth does not equal the sum of the two company’s previous year’s revenue. This expected growth means doubling, tripling, quadrupling — scaling to a revenue level neither company could have achieved alone.
Mathematically it would seem your company has an upper hand after your M&A by means of a larger sales force, with more solution offerings, with more value and more differentiation than ever before. Yet, for any of these “justifications for the M&A activity” to materialize and make a positive impact, leadership must first do the heavy lifting of developing a single, strategic plan to lead the newly united company toward this shared goal.
A Joint Value Proposition
While many companies eagerly start consolidating human resources, accounting, Information technology and other back-office functions to gain expense
