This paper addresses the way in which the potential integration of two Fashion Buying and Merchandising teams should be managed. The acquiring team is referred throughout as the ‘Holding’ team and the department being acquired is referred to as the ‘Change’ team.
The proposal outlines some of the principal issues in the process that should be implemented during the process of integration between the change and holding Fashion Buying and Merchandising Teams. In addition it will assess issues that may arise and how the overall merger should be facilitated.
Successful merging of two companies leads to good organisation and management. Schatz (2013) states that, 70% of corporate mergers fail due to poor organisation and management. By implementing a structured management plan there is a better prospect that the transition of the merger will run effectively.
The principle issues that need to be considered are set out under the following headings:
2.0 Pre-Merger: Here consideration is given to actions needed prior to a merger being undertaken.
3.0 Facilitating the Merger: Consideration of how to organise a team to address the issues of a merger.
4.0 HR issues: Some of the HR issues that arise when merging two separate but similar teams.
5.0 Re-Structuring: Some of the Management issues that can arise when undertaking a merger.
6.0 Distributed Leadership: Consideration of the benefits of a distributed leadership structure that might be appropriate for a merger team.
7.0 Post-Merger: Consideration of some of the issues that might be considered after completion of a merger.
This paper then concludes with a brief summary.
Before the integration of two separate teams can proceed information must be gathered and analysed to gain the knowledge and understanding as to how the Change buying and merchandising team has previously operated and managed.
The results are likely to be different to the structure of the current
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