The Breakfast of Champions: Can General Mills Make the Dough with Pillsbury (B) Harvard Case Solution & Analysis

Despite all the uncertainty, mergers and acquisitions create for buyers and sellers, a solid, well-planned post-acquisition integration strategy can create opportunity. In the autumn of 2001, after a lengthy U.S. Federal Trade Commission (FTC) antitrust review, General Mills Inc., a subsidiary acquired Pillsbury from Diageo PLC with a view to increase their income. Although, General Mills financial advisors felt that balances and products of the two corporations, complement each other and made a perfect match, the organizations were very different. Any shift in corporate governance mean things will not change. Kevin Wilde, vice president and general director of training for General Mills was part of the transition team responsible for assisting the post acquisition integration go smoothly. After spending most of the summer working at the planning stage of acquisition, Wilde and the team tried to imagine that the fundamental problems of employees will be and how the team can help ease the anxiety of both organizations. As the process of integration of Pillsbury's next? Despite the wide planning process, were there any surprises that affect the integration efforts? Maybe General Mills and Pillsbury be integrated in such a way that would be more important than the company made separately? And what changes should be the priority team? In the case identifies several issues relating to the management of the integration and includes: human resources and organizational information, marketing initiatives, strategies, reporting, plant closures and operational changes.
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by Ryan W. Quinn, Gerry Yemen Source: Darden School of Business 11 pages. Publication Date: January 24, 2007. Prod. #: UV0860-PDF-ENG

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