Acquisition Integration Approaches - Revision history

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The Acquisition Integration Approaches model of Philippe Haspeslagh and David Jemison provides insight and guidance in Mergers and Acquisitions (M&A on choosing the optimal integration approach.

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The Acquisition Integration Approaches model of Philippe Haspeslagh and David Jemison provides insight and guidance in Mergers and Acquisitions (M&A on choosing the optimal integration approach. Each approach describes a process by which a company plans for and implements a successful integration of a newly acquired company.<ref>Definition of Acquisition Approaches Model [http://marketingmixhub.com/acquisition-integration-approaches/ Marketingmixhub.com ]</ref>

In Mergers and Acquisitions, the motto often traditionally was: “Make them like us.” Alternately, relatively simple criteria were used to choose an approach (e.g., the size and quality of the acquired firm).

'''Acquisition Integration Approaches Model - Integration Criteria'''<ref>Acquisition Integration Approaches Model - Integration Criteria [http://www.toolshero.com/strategy/acquisition-integration-approach-model/| Van Vliet, V. (2011). Acquisition Integration Approach model. Retrieved [May 3, 2016] from ToolsHero]</ref>

Haspeslagh and Jemison in 1990 stated that in the Acquisition Integration Approaches model, the company takes for the integration should be understood by considering two criteria:
*The need for strategic interdependence.
*The need for organizational autonomy.

'''Need for strategic interdependence'''

The most important goal or task in an acquisition is the creation of value. This value is enabled when two companies or organizations are combined. There are four types of value creation:
*Resource Sharing: value is created by combining companies at operational level.
*Combination benefits: value is created by borrowing capacity, a greater market power, by leveraging cash resources or shared purchasing power (shared services).
*General Management Skill Transfer: value is created by improved insight, coordination and control by the management).
*Functional Skill Transfer: value is created by sharing information, knowledge or by moving people to various positions in a merged organization.

'''Need for Organizational Autonomy'''

The need and necessity for organizational autonomy can be answered using three basic questions:
*How much autonomy should be allowed in the required situation?
*Where or in which areas should this autonomy be allowed?
*Is autonomy essential to preserve the strategic capabilities?

The preferential acquisition approaches are:
*Preservation: management needs to focus on keeping the source of the acquired benefits intact.
*Absorption: management needs to ensure that its vision for the acquisition is carried out well.
*Holding: creation of basic values by risk-sharing, general management capability or financial transfers. There is no intention of integration.
*Symbiosis: the joint forces but also boundary preservation and boun

Companies that are seriously considering a large scale acquisition process within a year, can start by setting up a preparatory phase in which a group of people can make the necessary preparations for this acquisition.

===References===
<references />

===Further Reading===
*Summary of M&A Integration Methods on Value Based Management.net [http://www.valuebasedmanagement.net/methods_haspeslagh_acquisition_integration_approaches.html Value Based management]
*Acquisition Integration Approaches [http://www.12manage.com/methods_haspeslagh_acquisition_integration_approaches.html 12 Manage]
*"Ideal" Acquisition Integration Approaches in related acquisition of equals: A Test of Long held beliefs [https://karhen.home.xs4all.nl/Papers/3/%93IDEAL%94%20ACQUISITION%20INTEGRATION%20APPROACHES%20IN%20RELATED%20ACQUISITIONS%20OF%20EQUALS%20-%20A%20TEST%20OF%20LONG-HELD%20BELIEFS.pdf Karhen]
*"MAKING ACQUISITIONS WORK" by [https://flora.insead.edu/fichiersti_wp/Inseadwp1992/92-04.pdf Philippe HASPESLAGH and David JEMISON]
*Acquisition Integration Models: How Large Companies Successfully Integrate Startups [http://timreview.ca/article/490 Insead]

@@ Line 39: / Line 39: @@
 == See Also ==
-*[[Mergers and Acquiitions (M&A)]]: Mergers and acquisitions (M&A) are transactions in which two companies combine into one. Acquisition integration approaches are often used in the context of M&A.
+*[[Mergers and Acquisitions (M&A)]]: Mergers and acquisitions (M&A) are transactions in which two companies combine into one. Acquisition integration approaches are often used in the context of M&A.
 *[[Change Management]]: Change management prepares and supports individuals, teams, and organizations to change their work processes and systems. Acquisition integration approaches often involve significant changes that require effective change management.
 *[[Organizational Culture]]: Organizational culture refers to the values, beliefs, and behaviors that shape how work is done within an organization. Acquisition integration approaches must take into account the different organizational cultures of the acquiring and acquired companies.

← Older revision		Revision as of 21:02, 21 April 2023
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−	===References===	+	== See Also ==
		+	*[[Mergers and Acquiitions (M&A)]]: Mergers and acquisitions (M&A) are transactions in which two companies combine into one. Acquisition integration approaches are often used in the context of M&A.
		+	*[[Change Management]]: Change management prepares and supports individuals, teams, and organizations to change their work processes and systems. Acquisition integration approaches often involve significant changes that require effective change management.
		+	*[[Organizational Culture]]: Organizational culture refers to the values, beliefs, and behaviors that shape how work is done within an organization. Acquisition integration approaches must take into account the different organizational cultures of the acquiring and acquired companies.
		+	*Synergy: Synergy is the idea that the combined value of two companies is greater than the sum of their individual values. Acquisition integration approaches aim to achieve synergy between the acquiring and acquired companies.
		+	*[[Business Process Reengineering (BPR)]]: Business process reengineering involves redesigning business processes to improve efficiency, effectiveness, and competitiveness. Acquisition integration approaches often involve the reengineering of business processes to achieve integration and synergies.
		+	*[[Project Management]]: Project management is the process of planning, organizing, and managing resources to achieve specific goals and objectives. Acquisition integration approaches often involve complex projects that require effective project management.
		+	*[[Due Diligence]]: Due diligence is conducting a comprehensive review of a company's financial, legal, and operational information before a merger or acquisition. Effective acquisition integration approaches require thorough due diligence.
		+	*[[Stakeholder Management]]: Stakeholder management involves identifying and engaging with individuals and groups that have a stake in the success of a project or initiative. Acquisition integration approaches must consider the needs and interests of various stakeholders.
		+	*[[Knowledge Management]]: Knowledge management involves creating, sharing, and using knowledge within an organization. Acquisition integration approaches must effectively manage knowledge transfer and integration between the acquiring and acquired companies.
		+	*Integration planning: Integration planning involves developing a comprehensive plan for integrating the acquiring and acquired companies. Effective acquisition integration approaches require detailed integration planning that addresses all aspects of the integration process.
		+
		+
		+	== References ==
	<references />		<references />

@@ Line 1: / Line 1: @@
-The [[Acquisition]] Integration Approaches [[model]] of Philippe Haspeslagh and David Jemison provides insight and guidance in Mergers and Acquisitions (M&A on choosing the optimal integration approach.  Each approach describes a [[process]] by which a company plans for and implements a successful integration of a newly acquired company.<ref>Definition of Acquisition Approaches Model [http://marketingmixhub.com/acquisition-integration-approaches/ Marketingmixhub.com ]</ref>
+== Define Acquisition Integration Approaches Model [Haspeslagh & Jemison]  ==
-In Mergers and Acquisitions, the motto often traditionally was: “Make them like us.” Alternately, relatively simple criteria were used to choose an approach (e.g., the size and [[quality]] of the acquired firm).
+The '''Acquisition Integration Approaches model''' of Philippe Haspeslagh and David Jemison provides insight and guidance in Mergers and Acquisitions (M&A on choosing the optimal integration approach.  Each approach describes a process by which a company plans for and implements a successful integration of a newly acquired company.<ref>Definition of Acquisition Approaches Model [http://marketingmixhub.com/acquisition-integration-approaches/ Marketingmixhub.com ]</ref>
@@ Line 13: / Line 15: @@
 '''Need for strategic interdependence'''
-The most important goal or task in an acquisition is the creation of [[value]]. This value is enabled when two companies or organizations are combined. There are four types of value creation:
+The most important goal or task in an acquisition is the creation of value. This value is enabled when two companies or organizations are combined. There are four types of value creation:
 *Resource Sharing: value is created by combining companies at operational level.
-*Combination benefits: value is created by borrowing capacity, a greater [[market]] [[power]], by leveraging cash resources or shared purchasing power (shared services).
+*Combination benefits: value is created by borrowing capacity, a greater market power, by leveraging cash resources or shared purchasing power (shared services).
-*General [[Management]] Skill Transfer: value is created by improved insight, coordination and [[control]] by the management).
+*General Management Skill Transfer: value is created by improved insight, coordination and control by the management).
-*Functional Skill Transfer: value is created by sharing information, knowledge or by moving people to various positions in a merged [[organization]].
+*Functional Skill Transfer: value is created by sharing information, knowledge or by moving people to various positions in a merged organization.
@@ Line 29: / Line 31: @@
 The preferential acquisition approaches are:
 *Preservation: management needs to focus on keeping the source of the acquired benefits intact.
-*Absorption: management needs to ensure that its [[vision]] for the acquisition is carried out well.
+*Absorption: management needs to ensure that its vision for the acquisition is carried out well.
-*Holding: creation of basic values by [[risk]]-sharing, general management capability or financial transfers. There is no intention of integration.
+*Holding: creation of basic values by risk-sharing, general management capability or financial transfers. There is no intention of integration.
 *Symbiosis: the joint forces but also boundary preservation and boun
@@ Line 41: / Line 43: @@
 ===Further Reading===
-*Summary of M&A Integration Methods on [[Value Based Management]].net [http://www.valuebasedmanagement.net/methods_haspeslagh_acquisition_integration_approaches.html Value Based management]
+*Summary of M&A Integration Methods on Value Based Management.net [http://www.valuebasedmanagement.net/methods_haspeslagh_acquisition_integration_approaches.html Value Based management]
 *Acquisition Integration Approaches [http://www.12manage.com/methods_haspeslagh_acquisition_integration_approaches.html 12 Manage]
 *"Ideal" Acquisition Integration Approaches in related acquisition of equals: A Test of Long held beliefs [https://karhen.home.xs4all.nl/Papers/3/%93IDEAL%94%20ACQUISITION%20INTEGRATION%20APPROACHES%20IN%20RELATED%20ACQUISITIONS%20OF%20EQUALS%20-%20A%20TEST%20OF%20LONG-HELD%20BELIEFS.pdf Karhen]
 *"MAKING ACQUISITIONS WORK" by [https://flora.insead.edu/fichiersti_wp/Inseadwp1992/92-04.pdf Philippe HASPESLAGH and David JEMISON]
 *Acquisition Integration Models: How Large Companies Successfully Integrate Startups [http://timreview.ca/article/490 Insead]