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Published by: sau9885 on Mar 15, 2010
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10/24/2011

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This thesis shows that the M&A and its integration are driven by
expectations about customers and activities of customers. This is all based
on statements by interviewees. However, referring to customers as driving
forces may be a rhetoric trick. Customers would be a way to justify activities.
Hubris and empire building may well be part of the M&A agenda. Doing
what is best for customers seems less harmful than pursuing an M&A for
personal reasons. Equally, choices not to integrate based on, for instance,
perceived differences in customer preferences, could be a way for an
acquired party to justify its independence in a company group, something
that was also stated in chapter eight. So, M&A parties referring to customers
as a reason for the M&A and integration may be somewhat overestimated.
However, the interrelatedness of activities as such and customers
abandoning highly integrating parties contradict these thoughts.

On the customer side, there seems to be some statements emphasising the
own party’s activities as actions rather than reactions. Memory gaps and
taking the starting point in the own organisation could be explanations
therefore. It is not certain that the M&A was that central for the customer.
Furthermore, once a decision was made, initial hesitations may well be
forgotten.

Indeed this means that the results should be treated with some caution.
However, similar statements being made by several actors, sometimes
including the other exchange party, and data being backed up by written
data sources, make the results more trustworthy.

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