Mergers & Acquisitions
Experience tells us that closing the deal is just the beginning. From this point onwards the focus needs to shift to capitalising on the transaction. Too often the merging of two businesses results in a loss of focus on business development and sales.
Merging cultures, organisations and structures can lead to conflict. How can you choose the best aspects from each sales organisation? Where do synergies and efficiencies lie within the sales functions? Timing is critical and moving forward decisively wins support. How is this achieved whilst, at the same time, managing the business as usual?