Does this Acquisition Create Customer Value
Nothing illustrates the undervalued role of marketing than what happens during a merger or acquisition. Unless the new company can create more consumer value than the component parts, it is doomed to fail. Yet while chief executives may think this is what they are doing, the results often suggest they were deluding themselves. Mazur examines the motives and thinking behind this unfortunate but all too familiar process.
When companies embark on a merger
or acquisition, they will almost certainly have carried out sophisticated due
diligence on the financial framework of the companies in their sights. But what
they tend not to do is go one step further and ask what Vladimir Pucik of the
Swiss business school IMD calls the differentiating question: Does the
acquisition create customer value? From a customers point of view, does it