Post-Implementation Plan

Communication: Leaders and executive must gain employee trust and confidence and communicate the execution strategy and share the expected results.

1. A new operating system for an existing machine is expected to cost $260,000 and have a useful life of five years. The system yields an incremental after-tax income of $75,000 each year after deducting its straight-line depreciation. The predicted salvage value of the system is $10,000.

The project will commence on July 1, 2013 and will complete no later than July 1, 2014.

In addition, like any other merger between two firms, companies benefit from significant cost synergy during the implementation of an acquisition and/or merger with other company. For example, when two companies combine their strengths to complement each other, they restructure their operations and as a result several offices and sites are closed down which leads to the laying off of employees, consolidating services and software applications. All these changes, result in synergy savings for the new company.

When companies combine/merge the whole objective is to gain new opportunities, gain market share, grow the business, to become more innovative and to improve product offerings, utilizing/sharing the existing resources and data. From the case

Less custom code require less upgrades efforts, and less upgrade effort are less operational costs.

As opposed to purchasing new equipment, we could opt to maintain the equipment we currently have, which has an estimated service life of 11 years remaining. We could retain all of our claimed Investment Tax Credit for this purchase, which has two years of depreciation left, and would not be required to invest in any new training for our employees. We would recognize $31,000 in depreciation in present value terms, as well as save an estimated $200,000 in training costs and losses due to lower production during the “learning curve”. I estimate these savings to be approximately one month of payroll to include both the time spent on training, and our reduced production as employees learn how to use the new equipment. Additional detail of this option is provided in Appendix B, C, & D.

You work for a small, local telecommunications company. In five years, the company plans to undertake a major upgrade to its servers and other IT infrastructure.

One of the goals of creating the merge was to allow Wendy’s shareholders to receive a premium for their shares.

Vertical reconciliation can be an exceedingly basic framework, be that as it may it is broadly difficult to realize successfully and—when it winds up being the wrong approach—nonsensical to settle. Organization's notoriety on vertical mix decisions is not good.1 this article is relied upon to offer directors some help with settling on better consolidation decisions. It discusses when to vertically arrange, when not to fuse, and when to use elective, semi blend methodology. Finally, it shows a framework for settling on the decision.

Post-merger integration is the art of achieving the results dreamed of by investors. The merger made sense for all the right reasons—brand recognition, access to new customers, cost takeout, or global expansion—and the spreadsheets made it black and white—return on investment (ROI) in a year or less.

According to Rickie-Kiely (2013), “since merger is the eraser to separate identities it is often problematic for organizations to actually make the decision” (p. 159). This article also states that some obstacles to even begin merging include egos and donor mandates (p. 159), as well as limited time and resources to take on the complicated process. The concept of ego in mergers can be a challenge because occasionally staff who were a part of the original organizations, particularly the founder might have invested their personal identity in that organization and might be unwilling to change because of it (Worth, 2013, p. 200). This is what is commonly referred to as founder’s syndrome. (CITE) For the CWU, by bringing in

One major objective of mergers is to be able to reduce or fully eliminate the weaknesses that may exit in

If the project is started on March 1st, 2012, the finish date is July 30th, 2013.

Personally, Toughbook’s are an obvious choice for the line of work our company carries out. Our people