000			01680cgm a2200229u 4500
007			vz
008			080707s2004 |||--- vleng|u
100	1		_aGupta, Ram.
245	1	0	_aMergers & acquisitions _h[videorecording] : _b100 days to a successful integration / _cRam Gupta.
246			_aMergers and acquisitions : one hundred days to a successful integration [DVD]
260			_aMill Valley, CA : _bKantola Productions, _cc2004.
300			_a1 x DVD :.
440		0	_aStanford executive briefings
500			_aRunning time : 50 mins.
505	0		_aProgram HighlightsThe role of corporate culture in the success or failure of any merger.Reaching out to your constituencies: employees, customers, analysts and shareholders.The importance of the 100 days before and after a merger.
520			_aRam Gupta explains that the 100 days preceding mergers and acquisitions present decision makers with a critical "make or break" opportunity. This is your chance to ask the hard questions, and clearly establish why you are getting into the relationship in the first place. Once the merger comes to pass, the next 100 days must be focused on execution: defining and communicating a road map for the newly formed company. This is the time to make the cold, tough call about people and about the structure of the organization. Then, as you work to meet expectations and validate the success metrics you established early on, you progress to the final phase in which you benefit from the synergies you've created, and begin to generate entirely new opportunities.
650		4	_aMergers and acquisitions.
005			20210624160510.0
001			30550
003			UOWD
942			_cDVD
999			_c37989 _d37989