| dc.description.abstract | Over the years, Ferguson Paper Company, Inc. has acquired several companies, and envisions additional acquisitions to: accelerate the attainment of strategic objectives, increase technical capabilities, assess new markets and clients, diversify services, and expand opportunities for employees. Feedback from Ferguson Paper Company, Inc.’s 2003 acquisition of Seastrand Oil Company, Inc. (SOC)—Ferguson Paper Company, Inc.’s largest acquisition—could provide essential information to improve Ferguson Paper Company, Inc.’s post-acquisition integration efficiency and effectiveness. Research indicated employees’ expectations (e.g., level of integration and synergy level) are difficult to gauge. Employees and integration leaders agreed on the most beneficial integration mechanisms: staff meetings, meeting other Ferguson Paper Company, Inc. staff, and creation of frequently-asked-questions documents. Employees and integration leaders also agreed on integration impediments: physical distance, long integration period, and unclear goals and expectations. As a result of this project, one theme was clear; you can never communicate too effectively, and a better communication strategy is needed for future Ferguson Paper Company, Inc. acquisitions. For this field project, post-acquisition integration literature and internal Ferguson Paper Company, Inc. acquisition correspondence was reviewed. Additionally, Ferguson Paper Company, Inc. integration team members were interviewed and questionnaire responses from current and former Ferguson Paper Company, Inc. employees were evaluated. This information was used to develop guidelines for cultural integration improvements. The proposed guidelines were submitted to the Ferguson Paper Company, Inc.
integration program lead for use with future acquisitions. | |
