NAPL client-members know that the print and graphic communications industry is consolidating and that some owners choose to grow by mergers and acquisitions while others seek to preserve value by transitioning from ownership.
But how are we doing on post-merger integration, when one company's operations are being wound down and customer work is handled in the surviving infrastructure?
Here are a few recent cases, without breaking confidentiality:
- Mark Litho: I visited yesterday and heard that the first month of post-merger integration into Kay has gone smoothly, mainly because the owners of both companies are working well together
- First Impressions: owners working well together was also the key ingredient for successful post-merger integration of First Impressions into Heeter Direct earlier this year
- Jarboe: sales have transitioned nicely into Mount Royal, except that one sales person decided to go elsewhere before Jarboe closed
- Hand Pack-Premium Color: this "merger of equals" has been a big success (see my last blog post) mainly due to excellent collaboration among owners
- A Copy World: 100% customer retention is reported, 9 months after transition into L+L Printing; great communication by the owner/sales person is the key element in this case
What are the keys to success from these 5 cases?
A. strong working relationship among principals
B. consistent communications to customers and employees
C. huge vested interest in making it work
And, yes, NAPL was involved in each of these cases, of course!
What are the salient points to consider in the post-merger integration of the Finance Function of a company?
Posted by: Soft Cialis | January 18, 2010 at 12:14 PM