SpeedSim: Made to Exit Case Study Analysis
Therefore, to compete against it, the company decided to acquire one of the most successful small businesses in the market, SpeedSim. So the aim to acquire the business was to defeat the upcoming products of the competitors which might hinder the overall performance of Quickturn in the future.
In every situation, the entity successfully defended externally but had the lack of performance internally during the process of acquisition because of the different nature of business, products, culture as well as an environment where they operated. With all these concerns, it was difficult for the Quickturn to survive within a competitive environment internally as well as externally. If it would not defend itself in the future than either it would be bankrupted or be liquidated and sell out.
SpeedSim's Sustainability during an acquisition
From the following perspective of Quickturn, however, the main goal for SpeedSim was to be acquired and sell out at the time when the market would be at the peak of the industry. So with the additional threat to sell in any time, Quickturn was in a serious evaluation of how to maximum the return of both the companies in order to stand in a competitive position as well as took considerations of how to adopt the internal efficiency promptly.
Thus the results show that both the companies were unable to adopt the integration of the United business. Whatever, it shows that there was a huge difference between the size of operations because SpeedSim had only 20 workers whereas 400 was employed by the Quickturn. On the other side, the acquirer's culture was based on "Business perspective" instead of "Family one".
With all these major differences, it is concluded that merger and acquisition were quite easy in the start, but it told the whole story of how these activities would be subjected to huge losses if the current requirements would not be fulfilled.
Conclusion/Recommendation
From the following analysis, it is concluded that there are two ways where the activity of merger and acquisition would be performed properly and to meet the demand of both the companies. So according to the current analysis of the case, following recommended points would help to execute the activity accurately and effectively.
- During the acquisition process, Quickturn should adopt different marketing strategies of the products. In means that SpeedSim should consider the same marketing techniques as before the acquisition process. This would help to increase the size of the operations and manage the activities independently. However, the main focus of the integrated business was to decentralize the entities.
- If compare with the cultures, then it is identified that SpeedSim was a small business and made of "Family business culture" whereas Quickturn adopted a diversified business culture. So in order to adjust to the integrated culture, a cross-cultural diversity should be adopted because it would allow adjusting the cultural values in both the cases. This would also allow building relationship among the businesses, which would increase the operational activity as well as business growth in the future....................................
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