The ultimate success of a merger is directly proportional to the effort made by both firms.
According to Marc Rosenberg, of CPA Firm Mergers, each firm must ask lots of questions, agree on as many merger implementation issues as possible before the merger takes place and openly share as much of their “dirty laundry” as possible. “Don’t assume anything,” Rosenberg says.
In merger talks between well-matched firms of similar size, the best deals seem to start with the right agenda at the first meeting. It’s a seemingly simple seven-item agenda. But the discussions are rarely simple. Nor should they be.
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