{"id":1131,"date":"2011-12-30T09:50:54","date_gmt":"2011-12-30T17:50:54","guid":{"rendered":"https:\/\/berkonomics.com\/?p=1131"},"modified":"2011-12-30T09:50:54","modified_gmt":"2011-12-30T17:50:54","slug":"the-eighty-percent-acquisition-rule","status":"publish","type":"post","link":"https:\/\/berkonomics.com\/?p=1131","title":{"rendered":"The Eighty Percent Acquisition Rule"},"content":{"rendered":"<p><strong><em><span style=\"font-size: medium;\"><span style=\"font-family: Calibri;\">Eighty percent of all businesses purchased by another company or by a new investor-operator fail to meet the stated expectations of the buyer after one year.<\/span><\/span><\/em><\/strong><\/p>\n<p><span style=\"font-family: Calibri;\"><span style=\"font-size: medium;\">As with the fifty percent rule, this rule is hard to find an author willing to be quoted as the source.\u00a0 But it is within the range of experience by many who have acted as brokers, serial purchasers or consultants for acquisitions.<\/span><\/span><\/p>\n<p><span style=\"font-family: Calibri;\"><span style=\"font-size: medium;\">With this rate of disappointment, why would anyone or any company purchase another?\u00a0 The answer is that the most sophisticated buyers have experience in integrating an acquisition successfully into an enterprise and those successes are the most visible models for others to follow.\u00a0 As we move down the chain of experienced buyers, the problems of underestimation of capital, customers who drifted away from the acquired company, key employees who found the new enterprise a culture too different to endure and left, and other difficult-to-plan-for events overwhelm the majority of acquired companies, resulting in less revenue, less profit, and far less growth than forecast during the buyer\u2019s due diligence.<\/span><\/span><\/p>\n<p><span style=\"font-size: medium;\"><span style=\"font-family: Calibri;\"><span style=\"color: #993300;\"><em>[Email readers continue here&#8230;]\u00a0<\/em><\/span> There are great lessons to learn from Cisco and other companies that have grown wonderfully by acquisition, understanding the need to maintain elements of the acquired company\u2019s culture, while offering the employees retained new and attractive reasons to stay and build the combined enterprise.<\/span><\/span><\/p>\n<p><span style=\"font-family: Calibri;\"><span style=\"font-size: medium;\">So this insight is simple.\u00a0 Study the literature about companies that have succeeded in their acquisitions, finding how and why such successes rose to the top twenty percent of all acquisitions when measured by the acquiring company CEO satisfaction ratings after a year. Emulate the actions that are appropriate.\u00a0 Plan for surprises by keeping enough capital available to restart or re- align the acquired company after an initial problem period.<\/span><\/span><\/p>\n<p><span style=\"font-size: medium;\"><span style=\"font-family: Calibri;\">Over all, know the eighty percent rule and act carefully to protect both the acquirer and the entity acquired against failed expectations.<\/span><\/span><\/p>\n","protected":false},"excerpt":{"rendered":"<p>Eighty percent of all businesses purchased by another company or by a new investor-operator fail to meet the stated expectations of the buyer after one year. As with the fifty percent rule, this rule is hard to find an author &hellip; <a href=\"https:\/\/berkonomics.com\/?p=1131\">Continue reading <span class=\"meta-nav\">&rarr;<\/span><\/a><\/p>\n","protected":false},"author":1,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"om_disable_all_campaigns":false,"_exactmetrics_skip_tracking":false,"_exactmetrics_sitenote_active":false,"_exactmetrics_sitenote_note":"","_exactmetrics_sitenote_category":0,"_uf_show_specific_survey":0,"_uf_disable_surveys":false,"footnotes":""},"categories":[11,20],"tags":[],"class_list":["post-1131","post","type-post","status-publish","format-standard","hentry","category-growth","category-protecting-the-business"],"aioseo_notices":[],"_links":{"self":[{"href":"https:\/\/berkonomics.com\/index.php?rest_route=\/wp\/v2\/posts\/1131","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/berkonomics.com\/index.php?rest_route=\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/berkonomics.com\/index.php?rest_route=\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/berkonomics.com\/index.php?rest_route=\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/berkonomics.com\/index.php?rest_route=%2Fwp%2Fv2%2Fcomments&post=1131"}],"version-history":[{"count":0,"href":"https:\/\/berkonomics.com\/index.php?rest_route=\/wp\/v2\/posts\/1131\/revisions"}],"wp:attachment":[{"href":"https:\/\/berkonomics.com\/index.php?rest_route=%2Fwp%2Fv2%2Fmedia&parent=1131"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/berkonomics.com\/index.php?rest_route=%2Fwp%2Fv2%2Fcategories&post=1131"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/berkonomics.com\/index.php?rest_route=%2Fwp%2Fv2%2Ftags&post=1131"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}