Anyone who has ever experienced a company acquisition can well imagine that many transactions, also or especially with SMEs, fail or threaten to fail at various points. Often there is a lack of planning for the takeover. This article points out five important points that urgently need to be considered after a company acquisition.

Many takeovers fail in the first 6 months after Closing. At least for SMEs, this is often the case. There is no one main cause. Rather, there are many “little things” that are tackled incorrectly or not at all in post-merger integration (PMI). The consequences are sometimes serious or even threaten the existence of the company. Especially when the buyer implements a management buy-in (MBI) and invests a large part of his own capital. The answers to the question about the mistakes that were made are informative, but it is certainly more helpful to avoid them by taking action after the purchase.

Be present after a business purchase

For many company buyers, this guiding principle does not seem to be self-evident. Often, after the notary appointment, the buyer assumes that business will continue as usual. There is therefore no need to hurry. This attitude is usually the beginning of a downward economic spiral. After the transfer of the business, the seller has already left in spirit. It is no longer his company. Whoever makes the mistake now and does not immediately get into FULL TIME around the takeover object ON THE SITE is letting his deal float away leaderless.

Involve the employees

In all companies, the greatest value lies in their employees (by the way, the topic is excellently discussed by Prof. Knoblauch in his Blog treated). These resources must be sensitively integrated into the handover process. At the right time Klaus-Christian Knuffmann has here already provided interesting input. Talk to the staff after handover. Depending on the communication concept (and hopefully you have one) the employees are afraid. Afraid for their jobs. Afraid of change. Motivate them! Take away their fear. The employees do not need you. You need the employees for a successful and sustainable takeover.

At eye level with the transferor

You have bought a company. Congratulations. The company was run by the transferor for years or usually decades. Successfully. With ups and downs. Respect his performance and in most cases his life’s work. Even if the “numbers” were not so good in the end. You as the acquirer need the transferor. You need his know-how. You need his contacts. You need his support with the employees. Talk to each other at eye level. Only this attitude is effective and ensures a pleasant transition with as little resistance as possible after the acquisition of a company.

Changes? Yes - but slowly

Buying a company is similar to changing jobs. You come into an existing organisation as a new member. With all the associated structures, processes and also thought patterns. You are highly motivated and want to make a difference. That is good and right. But please put yourself in the position of the existing staff. The people there usually do not see the need for change. There can be many reasons for this and it would go beyond the scope of this article. If the changes you envisage come quickly and noticeably, the fear will be consolidated. Even if the changes have positive effects - at least from your point of view. Proceed slowly and cautiously. Get an overview and take small steps at first after you have bought the company. Once you have gained confidence, you can put on the running shoes.

Use the takeover for distribution

With the acquisition of the company, you have a good starting position for new impulses in sales - or in case there is no sales department yet, to build one up now. Invite customers and suppliers. Get to know your business partners. Hold a get-together. Report on the “successful” takeover and the many opportunities that are now available for your customers. Always according to the motto: Do good and report on it. ?

Take these 5 simple rules to heart and you will succeed in buying a company. You usually only have one chance.