Achieving the Revenue Promise From Mergers and Acquisitions

Rodolfo Luzardo, Mike Moorman

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Merger and acquisition (M&A) deal volume reached an all-time record high in 2016 with nearly 50,000 transactions exceeding $3.5 trillion in value. Yet, 83% of these deals will fail to boost shareholder returns. In fact, achieving a superior revenue engine has been the exception rather than the rule. Only three in 10 M&A transactions generate growth in excess of pre-merger rates.

With most failing to achieve revenue synergy, executives embarking on a merger need a deeper understanding of common sales force integration errors and success factors. There are three big sales-related errors that most dramatically undermine integrations: sales force design, implementation and risk management:


About the Experts





Rodolfo Luzardo is a principal based in ZS’s Chicago office with expertise in B-to-B commercial strategy and transformation. He focuses on large-scale commercial transformations relating to go-to-market strategy, sales effectiveness initiatives and integrations, and pricing optimization. Rodolfo has broad industry exposure spanning specialty chemical, industrial, basic materials, distribution, retail and private equity. Prior to consulting, he worked in investment banking, mergers and acquisitions, and private equity.




Mike Moorman is managing principal of ZS’s sales business area and leader of the firm’s B-to-B commercial strategy and transformation practice. His experience spans a diverse range of sales models including global, strategic and key accounts management, generalist and specialist field sales, indirect channels, and inside sales. Mike has worked extensively with clients in the life sciences, high-tech, financial services, travel and transportation, industrial products, energy, business services, consumer products, and media and advertising industries. He has supported some of the largest and most complex sales integrations in the past two decades.