"Merger & Acquisition Integration Excellence: Creating Growth and Value Through Corporate Combinations," highlights the critical steps companies need to take to plan and successfully complete merger and acquisition transitions. 

For example, when two manufacturing companies combined through an acquisition, the president of the acquiring company asked both companies' employees to develop a road map of what the new company could achieve. As a result, a more focused manufacturer emerged with three new goals: global growth, increased cooperation and improved customer service.

Another integrated benchmark company selected the vice president of marketing and customer services from one company to lead the integration effort in the United States and Canada. This executive had a clear position at the leadership table before and during the integration process, allowing him to lead the integration effort effectively in a fast-paced, high-growth environment.

The study, whose findings have been sited in The Wall Street Journal, is drawn from dozens of exclusive interviews with M&A executives who managed numerous high-profile mergers.  The study's findings also include tactics companies use to retain key executives and personnel during mergers and acquisitions; checklists for structuring merger and acquisition proposals and transition planning; and criteria for analyzing, evaluating and selecting potential deal opportunities.

"Productivity can fall by as much as 50 percent while employees are in limbo awaiting new assignments," said Keith Symmers, vice president of Best Practices, LLC. "Very few sources of M&A  integration information contain specific practices from top integrators who maintained employee productivity during transition."   

Download a summary of "Merger & Acquisition Integration Excellence: Creating Growth and Value Through Corporate Combinations," at http://www.benchmarkingreports.com/r/r356.htm. 

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