M&A
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I was impressed with the interview for Mr. Nagamori who is the president of “Nihon Densan” and has succeeded in a lot of M&A.
He talked about the important conditions to succeed in a M&A as follows;
“First of all, I will check if the company has business philosophy like working hard or no layoff.
Concerning a foreign company, I check if we can trust the president as a business manager, because Japanese can’t manage the company.
It’s impossible for Japanese to manage a foreign company that has the HR system and corporate culture that are different from Japan.
Basucally, I’m not involved in the management of the company after our M&A, although I show a direction for the business that they should proceed to.
The synergy effect with us or their original technology that we don’t have is important.
However, they are't important factors comparing to the company philosophy and credibility of the president."
He talked about the important conditions to succeed in a M&A as follows;
“First of all, I will check if the company has business philosophy like working hard or no layoff.
Concerning a foreign company, I check if we can trust the president as a business manager, because Japanese can’t manage the company.
It’s impossible for Japanese to manage a foreign company that has the HR system and corporate culture that are different from Japan.
Basucally, I’m not involved in the management of the company after our M&A, although I show a direction for the business that they should proceed to.
The synergy effect with us or their original technology that we don’t have is important.
However, they are't important factors comparing to the company philosophy and credibility of the president."
I was impressed with the way that the president of "Nihon Densan", Mr. Nagamori, handle the merger and acquisition interview.
Nagamori who is the president of “Nihon Densan” and has succeeded in a lot of M&A.
According to him, the conditions to succeed in an M&A are as follows:
“First of all, check to see that the company has business philosophy like working hard or not resorting to layoffs.
For foreign companies, make sure that we can trust the president as a business manager, because Japanese people may not be able to manage the company.
It is difficult for Japanese people to manage a foreign company that has a different HR system and a corporate culture that differs from Japan.
I’m not involved in the management of the company after our M&A, although I have ideas that may benefit the company.
The synergy effect resulting from this merger is important because of the technology that they possess.
However, their technology is not an important factor compared to the company philosophy and credibility of the president."