This post focuses on the challenges of integrating company cultures after an acquisition. M&A failure rates are estimated to be anywhere from 50%-80%. This article from Lakeview Capital does a pretty good job of summarizing the major causes of merger failure including inadequate due diligence, lack of low level management involvement, and recognizing culture synergies/differences. I have been involved in several acquisitions having led three deals and led eight divestitures. I would like to share three stories of how my employers successfully dealt with some aspects of cultural integration.
Todd Hill was an account executive with QRS Corporation. He passed away September 11, 2001 when the Towers fell. Todd was staying on the 17th floor of the Marriott Hotel at the World Trade Center when terrorists hijacked and crashed two planes into the towers.
Gong.io analyzed 1,000,000 sales calls between B2B salespeople and buyers and came up with some fascinating results.
Mary Meeker from Kleiner Perkins is the undisputed leader in using big data to describe and analyze the major trends in the tech industry. She and KPCB have published a renowned annual research report since 2001. Take a look at her analysis from 2002 and her 2018 report. The differences and trends are fascinating.
Understanding customer churn is important for product managers, product marketers, and sales management. Simply put, customer churn is the percentage of customers that decide not to renew their subscriptions or term contract agreements. I came across an article recently entitled 43 ways to calculate SaaS churn (and why you should just keep it simple). While they did not lay out all 43 formulas it was still an interesting piece. I have always been a numbers guy – I find that facts can help you better understand a situation and minimize the effects of anecdotes on key decisions. In this post I am going to talk about churn analysis and why, at the end of the day, numbers cannot tell the whole story.
I came across two interesting articles today in my daily reading, both focus on how venture capital and private equity may be hurting our economy. As the stock market continues to climb to new record highs and GDP continues strong growth (4.2% revised upward for the second quarter) I think more and more about a bubble and that bubble bursting. In my career I have been through a number of economic slowdowns and recessions. In the 1980’s it was the recession in the auto industry, in the early 1990’s it was the recession after Gulf War I, then the dotcom boom and bust of 2000, and the great financial crisis of 2008.
The objective of this post is to describe, at a high level, the steps in a typical tech M&A project. Each company tends to have their own playbook for M&A deals. Based on my past experience I have summarized the typical process steps in an M&A project. You should talk with people in your company to learn if there is a formal process in place for deals.
The objective of this post is to describe, at a high level, the major roles and responsibilities in a typical tech M&A project. Each company tends to have their own playbook for M&A deals. Based on my past experience I have summarized the typical roles and responsibilities in an M&A project. You should talk with people in your company to learn if there is a formal process in place for deals and what the roles and responsibilities are in that process.
The following presentation presents a basic approach that can be used to develop a merger/acquisition strategy for your business. It is especially geared towards product managers that are interested in exploring the pragmatic aspects of M&A for their company.