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Meeting the Challenge
Schaffer Consulting draws on many years of experience guiding client efforts to achieve the expectations for an acquisition. We were the original developers of the GE Acquisition Integration process, and we wrote the definitive pieces about acquisition integration and the role of the Integration Manager in the Harvard Business Review.
Our track record of success is built on three important integration principles:
- Early integration planning, even before the deal closes, increases the odds for success.
- Identify top positions and leaders to fill them before closing.
- Plan for initial, rapid ROI projects to start at close.
- Results focus accelerates integration of operations and cultures.
- Set strategic, financial and cultural vision for post-integration combination.
- Create cross-functional, joint business to plan and carry out projects.
- Communications campaigns win integration support.
- Identify and cultivate stakeholders who can make the difference between modest gains and spectacular success.
- Shape opinions and solicit feedback.
- Expand due diligence to identify synergy opportunities and critical talent.
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MeadWestvaco
Starting in 1998, Schaffer Consulting worked with Westvaco on a number of acquisitions within their packaging and paper divisions. When the merger with Mead was announced, they asked Schaffer Consulting to help them create an integration process and build internal "integration consulting" resources designed to support their aim of achieving $325 million in cost reduction synergies over two years.
In addition to the cost reduction synergies, we helped them build a cross-business development effort to generate new sales, enter new markets, and introduce new products. This effort has produced millions of dollars in incremental revenues.
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The MENTOR Network
Schaffer Consulting worked with Mentor, one of the leading human services companies in the US, on its acquisition of a competitor (REM), doubling their revenue size and census count.
Schaffer Consulting helped Mentor to successfully integrate the two businesses which had two very different cultures. The challenge was to quickly determine the new division and regional leadership structure and to help them run a combined book of business that was larger than their combined business prior to the deal.
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Johnson & Johnson, Ethicon Division
Schaffer Consulting conducted a best practice assessment of J&J's largest acquisitions of the prior few years, and then helped the company apply the lessons to specific integrations at J&J ETHICON, INC. We helped Ethicon, the world's leading provider of surgical sutures, hemostats, and anchors, integrate four strategic acquisitions of entrepreneurial companies and transform them into productive contributors to a more formally organized business.
Each of these acquisitions required a disciplined integration approach to make the acquisitions pay off for J&J, and to present a seamless transition for the acquired company's customer base.
Schaffer Consulting also provided them with an Acquisition Integration Toolkit which allows them to now do deals on their own.
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General Electric
Schaffer Consulting worked with GE Lighting on the acquisition of Tungsram, the first acquisition of a state-owned Eastern European company by a Western company.
Following Tungsram, we worked with Lighting on their acquisition of Thorn, a UK Lighting company, to create a new European Lighting Division.
Schaffer Consulting helped Global Consumer Finance, a GE Capital company, to create an integration process and function now adopted by many GE businesses.
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