Mergers & Acquisitions

<body topmargin=0 leftmargin=0 marginheight=0 marginwidth=0> <table cellpadding=0 cellspacing=0 border=0><tr> <td valign="top" colspan=2 height=150 BGCOLOR="#FFFFFF" TEXT="#080000" bgproperties="fixed" background="17b009b0egerdp.jpg"> <div> <B>    </B><B> |  </B></div> <div> <B> </B></div> <bR> <div> <B>  </B></div> <div> </div> </td> </tr><tr> <td valign="top" width=180 BGCOLOR="#FFFFFF" TEXT="#080000"> <div> “ We need a business process that is worthy and is respected.  This means a process that can handle today's values and complexities accurately and efficiently-one that is positioned for the future and, therefore, can move ahead with the business, not struggle behind as it has been doing. “</div> <div> John P Opel, Chairman, IBM</div> <bR> <bR> <bR> <bR> <DIV ALIGN="LEFT"></DIV> <div> <B>T</B><FONT SIZE="1" COLOR="#990000" FACE="Times New Roman" ><B>HE</B></FONT><B> SOS G</B><FONT SIZE="1" COLOR="#990000" FACE="Times New Roman" ><B>ROUP</B></FONT></div> <div> Strategic Operational Solutions</div> <div> Phone: 713-249-9569</div> <bR> </td> <td valign="top" height=330 width="100%" style=" border-top: 6px solid #FFFFFF; border-left: 6px solid #FFFFFF;" BGCOLOR="#FFFFFF" TEXT="#080000"> <div> <A HREF="the_network_and_services.htm" TARGET="_top" TITLE="The Network and Services">home</A><A HREF="the_network_and_services.htm" TARGET="_top" TITLE="The Network and Services">  </A> I <FONT SIZE="1" COLOR="#777777" FACE="Arial" >  </FONT><A HREF="business_advisor.htm" TARGET="_top" TITLE="Business Advisor">Business Advisor</A><FONT SIZE="1" COLOR="#777777" FACE="Arial" >   |   </FONT><A HREF="executive_coaching.htm" TARGET="_top" TITLE="Executive Coaching">Executive Coaching</A><FONT SIZE="1" COLOR="#777777" FACE="Arial" >   |   </FONT><A HREF="strategic_planning.htm" TARGET="_top" TITLE="Strategic Planning">Strategic Planning</A><FONT SIZE="1" COLOR="#777777" FACE="Arial" >   |   </FONT><A HREF="change_management_and_analys.htm" TARGET="_top" TITLE="Change Management and Analysis">Change Management and Analysis</A><FONT SIZE="1" COLOR="#777777" FACE="Arial" >   |   </FONT><A HREF="self_analysis_tool.htm" TARGET="_top" TITLE="Self Analysis Tool">Self Analysis Tool</A><FONT SIZE="1" COLOR="#777777" FACE="Arial" >   |   </FONT><A HREF="fail_safe_leadership.htm" TARGET="_top" TITLE="FailSafe Leadership">Fail-Safe Leadership</A><FONT SIZE="1" COLOR="#777777" FACE="Arial" >   |   </FONT><A HREF="collaboration_team_alignme.htm" TARGET="_top" TITLE="Collaboration Team Alignment">Collaboration - Team Alignment</A><FONT SIZE="1" COLOR="#777777" FACE="Arial" >   |   </FONT><A HREF="meeting_facilitators.htm" TARGET="_top" TITLE="Meeting Facilitators">Meeting Facilitators</A><FONT SIZE="1" COLOR="#777777" FACE="Arial" >   |   </FONT><A HREF="process_improvement.htm" TARGET="_top" TITLE="Process Improvement">Process Improvement</A><FONT SIZE="1" COLOR="#777777" FACE="Arial" >   |   </FONT><A HREF="business_project_developmen.htm" TARGET="_top" TITLE="Project and Business Development">Project and Business Development</A><FONT SIZE="1" COLOR="#777777" FACE="Arial" >   |   </FONT>Mergers & Acquisitions</div> <bR> <div> <I>Mergers & Acquisitions</I></div> <bR> <div> Is the <U>merger / acquisition investment</U> ready to meet the objectives?</div> <bR> <div> Regulators, stockholders, and market analysts often resist proposed acquisitions on the basis of history. Specifically, 80% of public merger and acquisitions over the last 10 years have failed to achieve forecasted financial results. In the majority of cases, the failure is directly attributed to the lack of a proven post integration process.</div> <bR> <div> Very few corporations have a tried-and-true successful post acquisition management process to follow, and without measurement of the transformation from a separate unit into a new corporate structure, progress cannot be managed. Frequently, the business unit managers accountable for acquisition results are usually swamped with running their current businesses let alone handling all new issues concerning serving customers, production, logistics, quality, reporting, budgeting, staffing, resource allocation, and channeling information. This prevents corporate leaders from receiving true progress information until perhaps a year late which then requires crisis management.</div> <bR> <div> Acquisitions often are justified on the potential value they are anticipated to create. Many acquisitions look good on paper, yet value is not created until AFTER the acquisition. Value is achieved when people from the combining organizations collaborate to create the expected benefits. This collaboration relies upon the will and ability of people to work together towards a new strategy. However, the acquiring management is at risk exposed to the difference between potential value and the real value actually created.</div> <bR> <div> Our proprietary Post Merger Facilitation (PMF), conducted by our Integration Facilitators, cements the links between strategy and operations by tying performance metrics into management actions.</div> <bR> <div> We specialize in helping organizations develop and maintain a competitive advantage. Our Inside-Out Method closes the gap between current and desired performance by aligning processes with people and strategy.</div> <bR> <div> We’d like to earn the right to work with you and help expand your company. At the very least, we’d like to share some ideas that could ensure success. </div> <bR> <div> <B>Key Areas of Post Merger Facilitation:</B></div> <div> Inject Speed</div> <div> Create Structure</div> <div> Engineer Success</div> <div> Open Communications</div> <div> Independent Advice</div> <div> Coach Teams</div> <div> Help Learning</div> <div> Executive Coaching</div> <bR> <div> Ask us to how <B>"GAP"</B><FONT SIZE="1" COLOR="#555555" FACE="Arial" ><B>TM</B></FONT><B> Implementation</B><B> </B>can help you.</div> <bR> <bR> <bR> <bR> </td> </tr></table></body>