Case 2:

Integration of Three Injection Molding Companies


A New York merchant bank acquired three injection molding companies that competed against each other.

The President of one of the companies became President of the holding company.

A culture problem became apparent causing management conflict.

Gross revenues and profits significantly decreased.



We identified opportunities to immediately stem the losses.

We determined how management could best make the required culture transition from manufacturing into sales.

We re-focused sales efforts on specialty markets preventing self-defeating competitive activity.

We implemented the necessary education, compensation, and sales activity tracking needed as none were in place to achieve the desired synergies.

The solution involved an immediate change in how top management was compensated thus driving the desired behaviors, activities, and results.



Decreases in revenues and profits were stopped in thirty days and significantly increased thereafter.

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