Acquisition Strategy and Implementation
Acquisition Strategy and Implementation (Hardback)
An independent consultant, Hubbard (business administration, Oxford U.) explains why half of all attempts to acquire a business, or merge two businesses, fail. Then she explores the psychology involved, describes a process for acquiring, and presents five case studies in which the names and other details of both the companies and people have been changed. The section on psychology particularly discusses the reaction of employees whose means of livelihood have just been bought and sold.
About the Author(s):
Nancy Hubbard is a former lecturer at Oxford's School of Management in Organisational Behaviour and Human Resource Management. She also consults on acquisition issues and has worked on mergers/acquisitions ranging in size from GPB28 million to GPB21 billion transactions. She has lectured and consulted throughout the world on acquisition including at IES (Aix-en-Provence), Northwestern University, Wharton School of Management, and the Universities of Bath and Nottingham. Nancy has worked with executives from companies such as Unilever, Procter & Gamble, Kingfisher, Reed Elsevier, Williams plc, Anglo-American, P&O and Ford Motor Company. She has written acquisition related articles for the Financial Times, Accountancy Age, Acquisitions Monthly, Human Resource Magazine, Strategy, and Ambassador among others. She has contributed to and written four books on change and acquisition. Her latest book, Acquisition: Strategy and Implementation (Palgrave, 1999, 2000) was called 'essential reading' by both Director and People Management magazines. Nancy's four degrees include a Doctorate from Oxford examining acquisition implementation success factors.