Acquisitions and Mergers: Make 1+1 equal more for your B2B company’s revenue growth

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