Can a company risk a product launch with a demotivated work force?
Article Abstract:
A case study of a firm facing a major product launch through a recently acquired, foreign subsidiary with an unmotivated sales force is presented. Companies facing such a situation should continue to plan on launching the product through the subsidiary, but must implement a program for motivating the workforce. The program should include staging a conference for senior management and the sales personnel in which the acquiring firm's commitment to making the acquired firm profitable is elucidated; making an assessment of the needs of management and the sales personnel's needs; implementing an ongoing training program for management; and setting up small workshops for management and the sales personnel focusing on how to accomplish the company's major goals.
Publication Name: International Management
Subject: Business, international
ISSN: 0020-7888
Year: 1990
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Dangerous liaison
Article Abstract:
Firms that take over a foreign firm and install their own managers should be careful that the managers do not sow discord among the managers of the acquired firm. When affecting a merger or acquisition, the personnel function must be made a major area of concern. If a manager from the acquiring firm has alienated the management or staff of the acquired firm, a buffer should be established between the manager and the management or staff of the acquired firm to minimize tension and forestall the possibility of losing valuable employees. In addition, channels of communication should be established and maintained between the new managers and employees of the acquired firm.
Publication Name: International Management
Subject: Business, international
ISSN: 0020-7888
Year: 1991
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Forging a new corporate image from a merger of industry equals
Article Abstract:
A case study involving the merger of companies in the same field but from different nations is examined. Companies from different companies that merger must develop and communicate a new positioning strategy. The focus of the firm must be defined, and a communications strategy must be developed that concerns corporate names, brands, identities, and communications. A research program should be implemented to ascertain the value of corporate and brand identities. If the corporate names and brands are not strong, a new corporate name and branding strategy should be devised and implemented.
Publication Name: International Management
Subject: Business, international
ISSN: 0020-7888
Year: 1991
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