Delayed and ineffective commercial integration can turn a good deal into a loser, as sales growth determines if a merger meets value-creation goals. Acquirers must swiftly execute underwriteable growth plans post-M&A.
Mergers frequently fall short due to sluggish management in harnessing top-line growth opportunities. Integration of sales, marketing, and customer functions is often shockingly slow and inconsistent in M&A processes.
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