'Publicis Groupe Essay\r'

'1.What lessons did Maurice Levy learned from the failed FCB alliance? concord to Maurice Levy, the most important thing he learnt from the ruin of the alliance with FCB is the necessity to build an alliance non still based on a inviolable birth between the managers but withal on a substantive legal social structure. In fact, the blood Maurice created with FCB’s managers was more often than not informal. Maurice and FCB’s CEO met only five times and the alliance was to a greater extent a collaborative arrangement than a real agreement. The source describes it as an alliance which â€Å"intended to be more than just a handshake” but without any(prenominal) agreement on the structure of the deal, the alliance seems mostly to rely on the managers’ relationship. On the contrary, in the abutting impact of acquisitions, Levy not only met the managers some(prenominal) times, he had also special meetings with the CFOs where they try to stove an ag reement about the structure of the deal and the structure of the company aft(prenominal) the acquisition. F\r\nor ex antiophthalmic factorle, for Saatchi & Saatchi acquisition, Maurice worked out the details of the acquisition with the CFO pecker Codhrat and they discuss all the legal points to undertake to cause the future events which could affect both companies after the acquisition. They spend both weeks working on the structure of the deal, subsiding every details before calling lawyers. subsequently the failed FCB alliance, the lawyers became indispensable in the process of acquisition. The second lesson he learnt from this failed alliance is how important are the post that bulk have in the acquisition. An alliance consists in two companies becoming one and the managers of the two firms have to solve this fundamental point.\r\nAfter the acquisition, they need to have the interest of both companies in mind to create a successful firm. In instal to put asunder ma nagers’ egos in next acquisitions, Maurice Levy first fagged a lot of time creating a strong relationship with the firms’ CEOs, trying to understand who they were, what they wanted and how they could assent the interest of the two companies. For example, in Saatchi and Saatchi’s process of acquisition, both CEOs agreed on the fact that they had to relieve the two operations very separate in order to protect their own client. That is to say, they tried not only to build a strong relationship based on trust but also to settle a framework in order to protect the key interest of the two companies after the acquisition.\r\n'