Comex Group (Mexico) Group 9: Rijul Bhardwaj Rashmi Chauhan Sureshkumar A. 2 Based in Mexico, Comex Group has grown through international acquisitions in last decade Source: Case author, Company Website 1954 Inception of Comex in Mexico Business of mixing water- based and paint oils 1958 Shifted to new facilities Started manufacturing Vinyl Paint 1988 Marcos Achar Levy, nephew of the founder joined Comex 2012 Fourth largest paint manufacturer in North America Has 3,300 Retail Stores 2004 Marcos Achar Levy became CEO First Cross- border acquisition of Professional paints Established own stores after boycott from retailers Established 100 stores owned by themselves Current Was acquired by Sherwin Williams Company Journey of Comex Group so far 3 Using a unique combination of franchising model and family values, Comex achieved domestic and international success Franchising Family Success Story at Home Exclusive distributor of its own paint Stores specialized in one brand of paint unlike multi-brand shops. Allowed stores to become franchises Managers became business owners
Family owned business Guiding principles Openness to brothers Respect for elders Opportunity for the most capable Development of dedicated workforce and dealers Employee satisfaction from increased responsibility Customer satisfaction from vast array of products of a single brand Ahead of competition because of Increased alertness No. 1 in Mexico No. 4 in U.S. , Canada & Central America 3,300 retail stores Source: Case author 4 Major paint manufacturers were acquired post 2004 in North America 4 International Acquisitions Head office > To maintain a major growth rate, Comex has expanded internationally > Acquisition was chosen as mode for international expansion > Professional Paints acquired in 2004 allowed a lot of subsidiary paint companies to come in Comex fold COMMENTS Major Brands acquired in North America Frazee Paints San Diego Parker Paint Tacoma, WA Ideal Paint Toronto Kwal Paint Denver Professional Paints Lone Tree, Colorado Central Paints New Hampshire General Paints Vancouver Source: Case author, News reports 5 International expansion through acquisitions remains an important mode, but has its own specific HR issues Why Acquisitions? HR Issues to be tackled > Need to compete with global firms achieving world class market entry and industry leadership > Acquire assets and resources needed to compete that would be either > Expensive > Impossible to develop internally > Usually seen as a quick and effective way to develop a presence in local market > Acquisition helps yield value and profits due to: > Industry consolidation > Geographic Expansion > New Market Entry > Acquisition of Technology/Knowledge > Realization of Synergies HR complications often include issues like > Overestimation of the abilities of partner firm > Exaggerated assumption of the synergies > Inadequate attention to incompatibilities of the firms programs, ways of conducting business and culture > Unwillingness to prepare for loss of productivity and staff post acquisition > Integration issues surrounding legal and cultural systems in different countries
Comex Group wanted to bring color without borders for creativity without bounds Issues need to be tackled at every stage of the acquisition process Source: Case author 6 These issues must be tackled across all phases of acquisition activity Activity HR Involvement Phase 1: Pre Combination > Initial target screening and pre-bid courtcship > Due diligence > Price Setting and negotiations > Agreement on contract wording > Involvement in due diligence to analyze potential issues > Preparation Stage > Content Stage Phase 2: Combination and Agreement Signing > Detailing implementation > Discovery and resolution of differences > Signing of Agreement > Advice on implementing the deal > Anticipating problems during implementation Phase 3: Post Combination and implementation > Enforcement of deal > Implementation > Facilitating integration > Creating employee communication regarding business consummation > Training employees for new fits, staffing and compensation systems P r o c e s s
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1 2 3 7 Due Diligence is the most essential pre-combination activity performed by the acquirer PHASE 1: PRE COMBINATION 1 Due Diligence: A detailed audit > Financial Issues: Review Annual Reports > Marketing Issues: Product brochures > Legal issues: Legal documentation > Strategic issues: Business memos > Company credentials: Certificates concerning principals, activities and other requirements
Key components in any Due Diligence activity Overall HR Issues > Build understanding of HRM practices and people issues of acquired firm > Compatibilities in corporate cultures > Employee attrition > Succession and talent planning
1 2 Preparation: Items to determine ahead of time Content of Due Diligence: Specific issues to assess ahead of time during the due diligence phase 8 Preparation work for due diligence has its own peculiar HR issues which must be addressed Key Steps > Development of Pre-determined action plan and checklist of items to evaluate due diligence HR Issues > When and where will deliberations occur > Measuring deliverables and outcomes
Recommendations > Information from internal and external sources, determined ahead of time > Standardizing outcomes in the form of a report or recommendations > Creating a SWAT team: Identifying individuals who have strong non- directive interviewing skills > Must have cross-cultural, language and business expertise > Familiarity with Compensation and Benefits financials > Sensitivity to cultural and language differences > Awareness of union and labor differences > Senior executives with past experience in acquisition management > Internal reorganization to draw the right talent out > Forming and communicating new culture > Clear communication on expectations of culture from new firm > Create and communicate expectations to old and new workforce members PHASE 1: PRE COMBINATION 1 9 Various concerns must be tackled when designing content for due diligence General concerns > Adequate funding for pension and healthcare plans > Foreign employment regulations (legal requirements and their enforcement) > HR department status, practices, policies and organization > Merger of corporate cultures Specific Concerns Staffing > Laws on hiring/firing > Scrutiny of employment contracts > (Potential) Downsizing costs
HR Information Systems > Data protection norms > Hardware/Software differences
Compensation and Benefits > Mandates on benefit plans > Country and firm pay scales > Treatment of ESOPs, incentives Labour Relations > Presence of unions and their forms > Role of government
Career Development > Importance in overall strategy > Details on location and channels > Cultural and national values Works Council > Presence or absence in different countries
PHASE 1: PRE COMBINATION 1 10 Integration may pose unique effects on morale of employees, which impact acculturation of acquired firm Effect on Employees Effects on Culture > Integration problems originate from resistance to change > Employees feel frustration and insecurity in new firm > Teamwork may break down due to stress > Employees lose faith in the organization > Lack of commitment, loyalty and enthusiasm > Loss of identity post acquisition > Short term attrition can make recovery and integration difficult > Employees sense loss of corporate culture and values > Assimilation of cultures may be driven by dominating culture > Worries about loss of national character important Leads to acculturation: individuals and organizations adapting and reacting to each others cultures. > Involves formal acquisition process and post-acquisition (Phase 2 and Phase 3) > Organizational integration leads to several key issues COMBINATION AND POST COMBINATION 2,3 11 Comex Group has allowed blending of cultures across its acquired firms 11 > Comex group allowed its acquisitions to retain most of their culture > Its subsidiaries adopted the franchising model and complete store concept > Branding was changed to match Comex Group identity
> Acquired firms however were allowed to operate their sales and distribution independently
COMMENTS Positioning Comex Group acquisitions
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Assimilation Four Approaches to Integration Maintain separate cultures Choose best from each culture Develop a new culture to fit the new organization Assign legitimacy to one culture and expect assimilation by members of other culture COMBINATION AND POST COMBINATION 2,3 Source: Case author, News reports 12 Firms must follow key steps to ensure smooth acculturation Source: Pfizer website, Bayer Website, Lessl (2011), Roland Berger > Identify and address cultural gaps > Assign an executive leadership group including participants from acquired firm leading the change > Create and communicate shared vision for the organization, clearly defining goals, roles and responsibilities > Establish a strong link between business strategy and quality, skills and number of people to achieve the plan > Reach a consensus on processes and procedures around compensation, incentives and recognition programs > Create a plan to consolidate health, welfare and retirement benefits > Establish measures and rewards, and communicate and align them with organizations goal. COMBINATION AND POST COMBINATION 2,3 13 Franchising model offers an alternative to acquisition as a mode of expansion, has its own specific HR issues Franchise: mix of successful ingredients at home with training and marketing support from franchisor
To motivate the employees at local level To have standard training methodology across franchises for employees To have the correct employment policies and provide training to managers on recruitment and managing payrolls To communicate the budget and similar expectations To provide help in identifying the correct organizational structure To ensure that appropriate , safe and healthy work environment is available for the employees Legal compliance Tax reporting Adaption to the market conditions is limited Security cover of the parent organization Can benefit from the existing brand name & defined performance measures
Business owners can benefit from the existing customer insights Quicker intervention Easy means to gain the assets and resources
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Franchising vs Acquisitions HR issues in franchising 14 Franchises can tackle these HR issues through certain long-term and short-term steps Regular interaction with the leadership teams and communication of the organizational goals Clearly define and effectively communicate plan for employee growth Set targets for franchise buyers and timely reward them for their contribution in the for business growth Deploy own resources at franchise for people management Well defined labor law communication and job descriptions Set-up standard processes and forms for hiring, training, employee appraisal and counselling Deploy technological solutions for HR management Solutions Thank you