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Essay / Research Paper Abstract
This 4 page paper is a benchmarking paper looking at two companies which have faced issues similar to those faced in a case study supplied by the student (Interclean). The issues are identified, the actions taken by the companies discussed and the outcome assessed. The issues benchmarked are the need for integration of an acquired company and a company that needed to retrain its' sales representatives in order to provide a higher level of service. The bibliography cites 1 source.
Page Count:
4 pages (~225 words per page)
File: TS14_TEbencic.rtf
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Unformatted sample text from the term paper:
competences and increase market share. The company acquired Unocal and had to integrate the operations and staff into the post merged company, much the same way that Interclean is having
to integrate EnviroTech with the aim of keeping most of the staff. 1. Company Response The way that the acquisition was managed saw the company plan ahead. The
majority of Unocal staff were offered jobs before the acquisition took place. There was resistance on the part of many staff, especially those from head office who were offered jobs,
but to take them up would have to move home to another city. Most of the head office staff did not chose to take the job offer, and there was
a feeling that this was the plan all along in order to loose staff without having to make them redundant (Myerhoff, 2005) The staff in other locations, especially in
the Asia pacific region, were integrated more easily, the Chevron offices and facilities were located in areas where Unocal had offices. The majority of the Unocal offices and support facilities
were closed and the support staff were transferred to the Chevron. There was an overall strategy to try and keep the staff and they were publicly welcomes into the company
and they retained the same level of benefits, in some cases where the benefits were less advantageous that Chevron they received an uplift to their earnings. 1. Outcome The
result has been a general success, the majority of employees, with the exception of the head office staff have remained within the post merged company. The head office staff left,
but many of these jobs were duplicated within Chevron so did not cause hardship. The staff in other location have seen a higher turnover than is was seen prior to
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