Business Mergers Mistakes To Avoid
Business mergers are often complex deals that require diligence and extensive planning to execute successfully. Companies attempting to merge often overlook or downplay critical details that can damage the process and cause problems later. Missing a few key points at the beginning of the merger can delay or even kill the deal. By avoiding some of the more common pitfalls, you can increase the odds that your joining with another organization will be a successful one.
When two businesses come together as one, stakeholders expect to understand why. It is crucial that the merger team communicate a definite purpose for the merger. Failure to convey the strategic vision for joining forces with another company can leave enthusiasm for the project waning. Without a total psychological buy-in by your team in favor of the merger, the project could get into trouble as it faces challenges along the way.
Tax law complexities can also play a role in how successfully business mergers go. Overlooking a seemingly minor loophole in tax return preparation could end up costing money in the form of unnecessary payments to the government. People involved in every phase of the merger process could view this type of misstep in dealing with taxes indicative of how the merger team is handling the project as a whole. Staying on top of issues like tax loopholes affords the merger mission more credibility with everyone who is affected by it.
Everyone on the merger team, especially its leader, should be totally committed to the merger deal. The leadership is crucial because these individuals must convey to the rest of the stakeholders that the deal is legitimate and in the best interest of all involved. Getting this message across is not always easy, so the merger team leader typically needs the ability to work within confines of the contracts to nudge people in the right direction. Part tycoon, part politician and part strategist, the team leader must take ownership of every aspect of the merger project.
One pitfall that befalls some business mergers is overcoming inadequate resources from the outset. It can help create an easy time if management assigns enough personnel to handle the strains caused by the merger process. In addition to being traumatic for some staff, almost everyone touched by the merger process can experience higher amounts of stress. Keeping daily operations of both businesses functioning at optimal levels while managing the peaks and valleys of the typical merger deal can be full-time jobs for several key individuals.