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Relocate for cost reasons or to access qualified employees or support?
It is certainly possible for a business to cost justify another facility, instead of or in addition to, in order to gain access to qualified employees, specialized vendors, or support; to optimize location-sensitive costs, community incentive / tax combination, and regulatory climate. In addition to this informative article, my Amazon book, Facility Relocation, Merger and Design, provides both management suggestions and hands-on guidance for this management strategy.

Merger or consolidation; facility actions help it succeed
Merge or consolidate to concentrate resources for successful operation; use economies of scale to minimize cost. But don’t overlook facilities and operation, where all the plans and expectations must come together or the new entity won’t function. In any economy, especially this one, consolidation or merger can make economic and strategic sense. First plan, and later integrate, equipment, processes and facilities properly because they affect not only the balance sheet but also future P&L results of the entity. My Amazon book, Facility Relocation, Merger and Design, provides both management suggestions and hands-on guidance to facility planning.

Consolidate or merge a checklist
Merge or consolidate to concentrate resources for successful operation; use economies of scale to minimize cost. In any economy, especially this one, consolidation or merger can make economic and strategic sense. First plan, and later integrate, equipment, processes and facilities properly because they affect not only the balance sheet but also future P&L results of the entity. In addition to this informative article, my Amazon book, Facility Relocation, Merger and Design, provides both management suggestions and hands-on guidance for this management strategy.

Other mergers integration Related Articles

Go and Get it
Business is out there. It’s up to you to go get it. Mergers and acquisitions are on the rise. Many CEOs have been putting their cash away for the past few years and are ready to take advantage of the steady economy and grow by acquiring. Hiring is up and although some layoffs have occurred from large mergers, there is available talent ready and able to fill the help wanted.
MERGERS WAYS TO REBUFF THE UNWANTED SUITORS
Mergers can be good given the right circumstances. But management needs to have programs in place to keep the wrong people away and attract the right ones.
Grow your business through creating predictability
The need to implement predictability in a business occurs for several reasons: mergers or acquisitions, inefficiencies, cost control, lack of process effectiveness, competition and global pressures, just to name a few.

Impact of Culture on Mergers and Acquisitions
no matter how adept top executives have been in working the art of Mergers and Acquisitions (M&A), many are now singing the post M&A blues. According to a KPMG International study, 83% of mergers and acquisitions fail due to mismanagement of cultures. Merging balance sheets it turns out is far easier than merging cultures. Executives must therefore analyze the culture of the two companies before considering a merger or acquisition.
An Eight-Step Process for Ensuring Your Acquisition and the Integration are a Success
Far too many companies make the mistake of acquiring another organization, only to attempt immediately to assimilate the new company into the original company’s existing processes, programs, and culture. That is why acquisition integration is often extremely painful and unsuccessful. With more than 25 years of experience in executive human resources positions and consulting, I have advised dozens of company presidents, CEOs, and board members on strategies and processes that help ensure a successful acquisition or merger. With that experience and research, I have honed an eight-step process that provides proven strategies for successful integration of two disparate organizations.

Forms of Regional Integration
We may identify five main types or forms of regional integration, classifying them by a rising degree of intensity.
Strategic is "Pounding on the Basics"
The Strategic Action category is replete with mergers, acquisitions, new products, new markets and partnerships and alliances, but taking care of the Basics 24X7X365 always seems to get left out....

Merger Miseries 5 Mini Mergers
Every day we read and hear about the mergers or acquisitions going on between the behemoth companies. They show up on the international radar due to their size and impact. Less visible, but equally impactful in the aggregate, are the hundreds of thousands of small restructurings that go on within organizations every day. This article discusses the smaller mergers and their impact.

Merger Miseries 7 What a Rip Off
This article addresses the timing issue of mergers and acquisitions. Many mergers are handled at a pace that would make glaciers melt. A better plan is to figure out what needs to be done and get it over with rather quickly. This article describes why that works better.
Mergers and Acquisitions: Understanding the Essentials of Strategy and Execution in the M&A Ecosystem - Part 2 of 4
In part one of this four article series, we explored the landscape of the Merger & Acquisition (M&A) ecosystem and how M&A activity is generally driven by strategic objectives that must form a match between both parties - the buyer and the seller. As discussed in Part 1 of this series, mergers and acquisitions, in some cases, may be required by one or both organizations in order to survive. In other cases, the M&A move be seen as a strategic action that will lead to a leaner, more profitable company once the transaction is completed - one that is better positioned for growth. Given the need to acquire or merge will always be present in the business world, how can it be done successfully? In this installment, we delve further into the points of commonality between mergers and acquisitions, examining the buy and sell-side perspectives.
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