After acquiring a Japanese company, how Day One is handled greatly influences how employees and business partners receive the deal. What is prepared between signing and Day One sets the start of integration.
- Preparation for Day One has not progressed enough since signing the acquisition agreement
- It has not been decided how to communicate with employees and business partners
- The management structure and decision-making authority are not settled by Day One
- Integration priorities are not shared between headquarters and the target company
This article explains what to prepare before Day One after acquiring a Japanese company.
Why Day One Matters
After an acquisition is announced, employees tend to feel anxious about their jobs, their treatment, and the company's direction. How Day One is communicated and handled becomes the foundation for the relationship that follows.
At Japanese companies, careful explanation to employees and business partners affects whether trust is maintained. It is important to decide in advance what to say and when.
Items to Prepare Before Day One
Organizing the following items between signing and Day One helps things go smoothly.
| Item | What to Prepare |
|---|---|
| Communication | What to tell employees, business partners, and stakeholders, and the order and timing |
| Management structure and authority | Post-integration officers, decision-making authority, and reporting lines |
| Continuity of daily operations | Preparation so operations do not stop, including salary payments, payments to suppliers, and system access |
| Contracts and licenses | Checking the effect on key contracts and licenses and listing required procedures |
| Integration priorities | The items to tackle first, such as in the first 100 days, and who owns them |
Set Up the Team That Will Lead Integration
Ahead of Day One, assign people from both headquarters and the target company and set up a structure to drive integration. Making roles and points of contact clear helps prevent delays in decisions.
In areas requiring specialist knowledge, such as legal, tax, and HR, support from outside experts is also effective. Consulting them in advance makes the work after Day One go more smoothly.
Summary
- How Day One is handled after an acquisition becomes the foundation of trust with employees and business partners
- Organize communication, management structure, continuity of operations, contracts and licenses, and integration priorities
- Assign people from both headquarters and the target company and set up a structure to lead integration
- Use outside experts in areas requiring specialist knowledge
Contact
JBN supports foreign companies acquiring Japanese companies from preparation through post-merger support.
To discuss preparing for post-acquisition integration, please contact us.