Abstract
After Supor was acquired by SEB, a French cookware company, both parties decided to do integration, which was very successful at the first stage. However, when Supor’s revenue was falling down quickly a few years later, the company lost SEB’s trust. This case illustrates the difficulty and complexity of the integration after the cross-board acquisition, and allows students to explore how HR plays a critical role in the process, and how the acquired to regain the trust of the acquirer when a delicate balance was lost.
| Translated title of the contribution | Supor's Post-M&A Culture Integration |
|---|---|
| Original language | Chinese (Simplified) |
| Number of pages | 13 |
| Publication status | Published - 1 Oct 2018 |
Case number
HRM-18-569Case normative number
HRM-18-569-CCCase type
Field CaseUpdate date
20/03/2024Supplement
For more details, please visit www.chinacases.orgPublished by
China Europe International Business SchoolKeywords
- Merger and Acquisition (M&A)
- integration
- cultural merging
Case studies discipline
- General Management
- Human Resource Management
Case studies industry
- Manufacturing