When the Elephant Eats You

Posted by Matt Scheitlin on September 9, 2015

Organizations face many challenges when trying to capitalize on commercial synergies during an acquisition, as my colleague Brian Chapman discussed in a recent blog post.


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Eating the Elephant of Commercial Integration

Posted by Brian Chapman on August 3, 2015

From the moment an integration is announced to approximately a year after Day One when a new status quo is finally settling in, an enormous amount of work needs to get done. Marketing plans, processes, organizational and reporting lines, sales structures, territories, compensation and quotas, branding, international and country reporting, tender and contracting, revenue reporting, rebating and GPO fees, value propositions, metrics, measures and messages … the list is endless. An acquisition made to get a product or intellectual assets is simpler than a full-fledged integration of equals but the to-do list is staggering either way. Like any task that is broad and complex, the approach is always the same—the only way to eat an elephant is one bite at a time. But where to start?


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