Description
Book SynopsisThis resource gives secondary teachers and counselors 95 ready-to-use lessons with reproducible activity sheets to promote healthy character development in students. The lessons are drawn from First-Class, a successful program initiated by students and teachers at Mundelein (IL) High School and can be used as is or adapted to fit the particular needs in any junior or senior high school. Major topics covered include:
* the nature of good character
* student behavior and the related issues of motivation, communication and family involvement
* anger management, stress reduction, dealing with failure and impulse control
* social issues such as family roles, violence and the impact of TV
* prejudice, discrimination, stereotyping and sexual harassment
* self-understanding and self-acceptance
* caring about the school, using appropriate language, maintaining personal appearance, and volunteering
Table of ContentsForeword xi
Preface xvii
Part One Strategic Perspective on M&A Planning 1
1 “Marketing Due Diligence” in Strategic Mergers and Acquisitions 1
Traditional Due Diligence: Strategic Shortcomings 2
Valuation Process: Role of Marketing Intangible Assets 5
Marketing Intangibles: Where They Are Found 7
Revenue Enhancement Opportunities 13
Identifying Sources of Value 14
Postmerger Integration: Protecting and Cultivating Sources of Value 16
Summary 17
2 Quest for Strategic Advantage through Mergers and Acquisitions 21
Strategic Fit 22
Strategic Advantage 23
Nonstrategic Advantage 23
Strategic Drivers 24
The Nonstrategic Driver 31
Identifying Multiple Strategic Drivers 32
Strategic Drivers: Case Studies 33
Summary 43
3 Essence of Stragetic Mergers and Acquisitions: Focusing on Revenue Enhancement 45
REO Synergies: Overlaps versus Overlays 46
REOs as an Acquisition Criterion 48
REO Analysis: Areas of Exploration 49
Target Company’s “Marketing Mind-Set” 53
REO Analysis: Other Considerations 54
Filling the REO Pipeline 58
Summary 60
Part Two Analyzing Target Companies 61
4 Evaluating Market Dynamics: Starting Point of Target Company Examinations 61
M&A-Focused Market Analysis: Areas of Investigation 62
Evaluating the Target’s “Strategic Effectiveness” 72
“Merged-Company Perspective” 77
Forecasting the Competitive Environment: The M&A Perspective 79
Summary 81
5 Analyzing a Target Company’s Products and Product-Development Capabilities 82
Analyzing Products and Product Lines 83
Quantitative, Qualitative, and Operational Factors 85
Product Development History and Processes 94
Summary 98
6 Analyzing a Target Company’s Customer Base 99
Role of Customer Analysis in Growth Planning 100
Customer Base Analysis: A Process Perspective 101
Qualitative Areas 102
Quantitative Areas 104
Identifying Customer Base Strengths and Weaknesses 107
Comparing Customer Information: Merged-Company Perspective 110
Integrating Customer Information: Strategies and Applications 112
Customer Databases 114
Summary 116
7 Evaluating a Target Company’s Employees: A Skills-Based Approach to Personnel Decision Making 118
Social and Organizational Context 119
Analyzing the Company’s “Social Fabric” 121
Assessing Personnel Needs: Strategic Perspective 124
Employee Retention Strategies 132
Summary 134
8 Analyzing the Target Company’s Management Functions and Processes 137
Analyzing the Marketing and Sales Functions 137
Core Management Functions: Internal View 144
Core Managements Functions: External View 154
Summary 155
Part Three Strategies for Integration 157
9 Understanding and Acting on the Challenges of Postmerger Integration 157
Integration-Driven by Strategic Vision 158
Organizational Control 158
Twelve Key Challenges of Integration 162
Summary 176
10 Analyzing and Aligning Corporate Cultures 178
Defining Corporate Culture 179
Organizational Value 191
Gathering Data on Corporate Culture 195
Observations on Aligning Cultures: Situational Factors 196
Observations on Aligning Cultures: Critical Success Factors 198
Summary 199
11 Aligning Products and Product Management Processes 201
Challenge of Product Alignment 202
Understanding Your Product Strategy 203
Analyzing Product and Service Lines: Strategic Planning Orientation 204
Making Product and Service Line Decisions 206
Product Mix Management: Critical First Steps 214
Summary 219
12 Employee and Organizational Communication Strategies 221
Preclosing Communication Strategies: The First Wave 222
Communication Challenges Presented by Mergers and Acquisitions 226
Postclosing Communication Strategies: The Second Wave 231
Long-Term Communication Strategies: The Third Wave 238
Media Selection and Development 240
Summary 241
13 Training: Catalyst of Integration and Skills Transfer 243
Course Subject Matter 245
Training: A Staff Classifications Perspective 250
Training Methods and Approaches 253
Individualized Training 256
Training: Timing Considerations 258
Summary 258
14 Reward and Recognition Programs and Employee Motivational Techniques 260
Goals of reward and Recognition Programs 261
Core Strategy: Building Widespread Employee Commitment 263
Actions Meriting Reward and Recognition 264
Designing Reward and Recognition Programs 267
Team-Based and Group Rewards 272
Keys to an Effective Reward Program 273
Summary 275
15 Postmerger External Communication Strategies Supporting the Merger’s Launch 277
Differentiating Audience Segments 278
Setting Communication Objectives 280
Message Development 282
Selecting Communications Rollout 287
Timing Your Communication Strategies 291
Summary 296
16 Designing the Merged Firm’s Organizational Structure: A Framework for Decision Making 297
Iterative Process of Merging Strategy and Design 298
Organizational Design: Traditional versus Strategic Approaches 298
Interorganizational Design: The Strategic Approach 300
Final Thoughts on Organizational Design 307
Summary 309
Appendix Researching Acquisition Candidates: Information Requirements, Sources, and Data-Collection Techniques 311
Index 324
