Efficiency Improvement

Performance Improvement

In these challenging times, many companies, in order to achieve their full potential, are increasingly required to undertake programs to ensure they are continually improving their organisational performance, their operational performance and their financial performance. The pressure to continually improve places enormous pressure on leadership at the very time they need to devote time to leading the strategic direction of their organisation. There are also cultural challenges as divisions within global companies or stand-alone European companies seek to implement performance improvement programs.

Our ERS performance improvement capability uses tried and trusted methods and techniques in order to measure performance and to recommend suitable approaches. We take into account the market sector, the country focus and the culture specific to those companies wishing to embark on performance improvement. Our highly experienced sector and country senior executives are able to support the most practical and effective performance improvement programs, working with management to deliver success.

Norbert Strecker

Norbert Strecker
M +49 152 540 661 31

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Joanne Holland

Joanne Holland
M +44 20 317 849 02

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Piergiorgio Bonometti

Piergiorgio Bonometti
M +39 335 775 59 46

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Jean-Marie Chuffart

Jean-Marie Chuffart
M +33 6 80 25 80 42

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Post-Merger Integration

The success or failure of any acquisition deal is governed not so much by what the Company has bought, but what the Company does after having bought it, and how well it will do. Merging your newly purchased company with your existing business can be a complex process, and a number of problems can arise. For instance, cultural differences between the two companies can undermine the success of the deal, and coordination problems can be greater than expected.

ERS brings a dedicated merger integration services team in order to purse the above object. We work alongside senior management teams to develop "Day One" plans for the integration of the organization, processes and technology and design and execute "First 100 Days" plans to accomplish key objectives as quickly as possible.

Key steps are:
  • Investigate different options for an appropriate organizational design for the target company, rather than imposing your own structure.
  • Carefully manage the issues around control. Centralized control that deprives the target company’s management team of autonomy might demotivate and result in a poorly performing organization.
  • Human capital issues such as relocation and severance packages, alignment (or not) of benefits and salaries, and training requirements.
  • Design appropriate incentives for the acquired company’s management team.
  • Communications to customers, employees, shareholders and regulatory bodies. (Make sure you control all communications.)
  • Financial matters, including financial reporting integration and consolidation of banking, sales and purchasing accounts and other functions.
  • Sales and marketing issues such as customer integration and communications, pricing, website integration and co-branding.
  • Operational issues such as integration of telecoms, logistics, and consolidation (or not) of back office and customer-facing functions.
  • IT integration (or not) across platforms such as websites, order entry through invoicing, and various secondary platforms.

Joanne Holland

Joanne Holland
M +44 20 317 849 02

EMAIL

Hervé Chabrerie

Hervé Chabrerie
M +33 6 76 54 40 53

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