AOL & Time Warner (2001) — $65 billion loss.
Daimler-Benz & Chrysler (1998) — $36 billion loss.
Google & Motorola (2012) — $12.5 billion loss.
These behemoths all failed when trying to integrate.
Why?…
An M&A with multiple objectives is a great way to fail.
Diluted focus poisons the effectiveness when acquiring a business. To cover the costs of trying to integrate everything, profits are depleted instead of being used to grow the business.…
Most M&A integrations destroy more value than they create. They do this by asking these irrelevant questions:
How do we sustain our culture?
How do we put our new portfolio, products, and services into the market?…
When you try to do everything, you achieve nothing.
The biggest mistake I see food and agribusiness companies making is having multiple reasons why they’re executing an M&A.
Sounds weird, right?…
Mergers & acquisitions (M&As) often destroy more value than they create.
Statistically speaking, it’s a safer bet to invest all your time in creating a new business, as opposed to executing an M&A.…
You’re an agribusiness executive navigating an increasingly competitive market while trying to grow your company, deliver profitable results, set your people up for future success, all while preserving the core and culture of what your company stands for.…
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