Publicis Groupe Essay

1.What lessons did Maurice bill learned from the failed FCB adherence? According to Maurice Levy, the about authoritative subject he learnt from the misfortune of the compact with FCB is the requisite to build an coalition non still based on a in effect(p) kindred amongst the managers moreover in like manner on a impregnable heavy expression. In item, the kind Maurice workd with FCBs managers was more than often than not informal. Maurice and FCBs chief operating officer met lonesome(prenominal) v whiles and the union was more a collaborative assure than a solid pact. The author describes it as an alliance which think to be more than just a handshake just without any harmony on the expression of the deal, the alliance seems by and large to rely on the managers relationship. On the contrary, in the next emergence of acquisitions, Levy not only met the managers several(prenominal) times, he had alike special meetings with the chief financial office rs where they sweat to reach an agreement about the complex body part of the deal and the structure of the company subsequently the acquisition. For example, for Saatchi & Saatchi acquisition, Maurice worked out the expatiate of the acquisition with the CFO Bill Codhrat and they question all the wakeless points to undertake to fount the future events which could scratch both companies subsequently the acquisition. They spent ii weeks working on the structure of the deal, remittal e very expound before commerce lawyers. After the failed FCB alliance, the lawyers became inbred in the fulfill of acquisition. The second lesson he learnt from this failed alliance is how important are the pastime that people exhaust in the acquisition. An alliance consists in cardinal companies becoming ane and the managers of the two firms birth to realize this primeval point.After the acquisition, they invite to have the take of both companies in mind to create a productive firm . In separate to put off managers egos in next acquisitions, Maurice Levy start-off spent a lot of time creating a strong relationship with the firms CEOs, stressful to understand who they were, what they cherished and how they could combine the quest of the two companies. For example, in Saatchi and Saatchis carry through of acquisition, both CEOs agree on the fact that they had to keep the two operations very separate in order to hold dear their own client. That is to say, they act not only to build a strong relationship based on trust but also to fall off a role model in order to protect the diagnose interest of the two companies after the acquisition.