|dc.description.abstract||Mergers and acquisitions (M&A) have been an important element of corporate strategy to building and growing businesses. M&A offer firms an opportunity to leverage existing capabilities and increase market share.
The study of M&A varies as the performance of targeted companies continues to draw attention given the high collapse rate of most M&A. This study looks at the measures undertaken by management in managing expectations and charting a way forward for the acquired company and sustaining the growth and development.
It is critical that an organization employ a well-defined integration and implementation strategy for any acquired businesses. The study of Taka’s company strategic integration and implementation of Bata’s company was researched utilizing documentation review, interviews and surveys. The performance of Taka’s acquisition of Bata Company was analyzed by studying its financial performance but most importantly the effectiveness of harnessing the human factor.
M&A do not only involve acquiring capital asset but also the most commonly overlooked human factor. For any M&A, strategy to succeed management’s ability to harness the synergies of both companies is vital. For the synergies to be exploited management has to integrate and implement policies that assimilate the cultures of both companies, which rest with the personnel.
A sound strategy alone that overlooks the human factor is not enough, as employee resistance and rebellion will subvert any prospects of success. This study looks at the adjustments of the employees of the acquired Bata Company. It looks at how the strategic changes implemented affect them in discharging their duties.
Critical to succeeding an M&A strategy is effective communication. When done effectively, it cast aside any aspersions of mistrust and doubt in management. The better communicated the employees are the less time they spent speculating on future direction of the company.||