Operations
beginning--why this is a strategic fit- -actually happen . These aren ’ t things you start thinking about at close .”
Once you ’ ve negotiated a deal and signed the papers , the work isn ’ t done .
“ In a lot of ways , that ’ s just the beginning ,” Seagroves says , noting that a successful transaction requires planning , even for the unexpected , like losing key employees or customers . “ It ’ s very hard to change a business effectively if you don ’ t know what you ’ re going to be up against , post-close .”
No matter what , one fact will always remain true about mergers : they are very difficult to implement .
What ’ s next ? Although the merger between Newmont and Barrick didn ’ t pan out , some analysts remain optimistic the two sides will eventually reach one . Both companies are in dire need of bringing down their all-in sustaining costs and the deal would greatly benefit investors of both companies .
However , mergers often have more to do with glory-seeking than business strategy . One of the major driving forces behind mergers and acquisitions is ego , which are
14 June 2014