Keeping what you bought.
WHY IT MATTERS
Value lost in the transition is value paid for and not received.
WHAT CAUSES CUSTOMERS TO LEAVE
Loss of the relationship they valued Uncertainty about continuity Service changes Being contacted by competitors who learn of the sale Price changes
WHY COMPETITORS MATTER
Acquisitions are known about, and competitors approach customers immediately.
WHAT TO DO
Contact major customers first, before competitors do.
WHAT TO ESTABLISH
Personal contact with every significant customer, early.
WHAT TO AVOID
Price increases in the first period.
WHY
It confirms the fear that the sale was bad for them.
WHAT CAUSES STAFF TO LEAVE
Uncertainty Loss of the relationship with the former owner Changes imposed without explanation Better offers from competitors, who also approach them
WHAT TO ESTABLISH
Who is critical, and what would keep them.
WHAT TO CONSIDER
Retention arrangements for key people.
WHY EARLY
Once they decide to leave it is difficult to reverse.
WHAT TO ASK STAFF
What works, what does not, and what they would change.
WHY
They know, they are rarely asked, and asking builds commitment.
WHAT TO ESTABLISH ABOUT KNOWLEDGE
What only the departing owner knows.
WHAT TO DO
Extract it during the handover, deliberately.
WHAT TO DOCUMENT
Processes, contacts, arrangements and anything undocumented.
WHY
It is the last opportunity.
WHAT TO MONITOR
Revenue by customer, monthly Departures Complaints
WHAT EARLY DECLINE INDICATES
Transition problems requiring immediate attention.
