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Butrus
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Posted - 2003.09.28 12:34:00 -
[31]
Edited by: Butrus on 28/09/2003 12:34:23
Lol - thanks Couch Monkey.
The merger is definitely ON 
I am delighted to formally announce that by the end of September, Terran Industries and Triad Inc. will be merged into one corporate entity, retaining Triad's name.
I'll post a brief report after the dust has settled...
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Butrus
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Posted - 2003.09.28 12:39:00 -
[32]
If you see any associated discussion threads on the board, please post them here. Here are two I found recently:
Request for Merger
Potential Merger Partner
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Butrus
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Posted - 2003.10.04 13:10:00 -
[33]
Here's an established corporation looking to merge:
STK Scientific
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Butrus
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Posted - 2003.10.05 21:28:00 -
[34]
I'm happy to report a second successful merger under our belt! As of today at 21:00 Eve Time, Terran Industries was folded seemlessly into Triad Inc.
We are looking forward to some exciting times ahead with a greater combined pool of resources, including some very complimentary Blueprints.
It's still early days and the real transition has yet to happen. But all logistical arrangements are now in place - equal number of directors with full access to corporate funds and hangars, and all assets (liquid and tangible) have now been transfered and placed into storage.
Time will tell the fit is as good as it looks - but initial signs are promising and it has been a fun process so far.
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Samis
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Posted - 2003.10.06 02:11:00 -
[35]
I'm currently working a merger as well. I think that this is an excellent thread because it is quickly becoming more relevant. In the earlier days it was not so dire for coroporations to consider, but with many corporations losing members, and decreasing in productivity, and enjoyment as a result it is becoming necessary to think about mergers.
I haven't seen a mention of a merger of a warrior corporation, and a mining corporation. I think that this is a tough situation that may need some attention. It's awkward because a combination of warriors and miners can be very beneficial, and often necessary. At the same time it is hard to get the members to gel correctly. How are the members supposed to gel when they don't actually play together because of a drastically different skill tree?
There is also the consideration that short term gains may be had, but what about the long term stresses. People need to take a good long look at the goals of the people that are involved. If goals to come together correctly then it could cause a small gap that could widen into a chasm, a split, and eventually the demise or total rending of the corporation.
I want to know what people think about merging despite time zones. It would be nice to get play time all around the clock for your corp. There are also many new and interesting conversations that can arise from cultural differences, etc... The problem is that there are some times when players can play together, but generally these times don't pop up... so how do you make your members feel more included?
The last thing I wanted to ask is if after merging you have found it to be a good idea to schedule a time that a majority of your members plan to play each week, or whatever the timetable might be. This seems to me like it could be a good idea. Of course you can't expect everyone to be there all the time, but if everyone trys to be there as much as possible it would not only allow for better profits for that time, but it would help people talk to those they might not see very often.
I guess I'm really concerned about the interpersonal aspects of the merging, and the communications necessary to thrive afterward. Any ideas on how this works would be great. I plan on adding my 2 cents to this more as well. This is one of the most intelligent posts I've seen on the forums so far. Thank you for starting it.
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Temerlyn
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Posted - 2003.10.06 11:20:00 -
[36]
We at STK have merged 2 corps into our ranks over the time of the game. So far each corps hasn't had any hassles with us and are equals in running the corps and such.
Aye just take time and think about the benefits of merging to become bigger and stronger.
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Malikon
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Posted - 2003.10.06 15:00:00 -
[37]
say you have 2 companies; one survives the other, what happens to the absorbed corp's offices/labs? do the leases automatically cancel and you lose that office without the hope of keeping it?
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Butrus
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Posted - 2003.10.06 17:15:00 -
[38]
Samis - thanks for your enthusiastic and thoughtful reply. Regarding timezones, our latest merger has hit that issue head on - Triad Inc. are mainly US folk, and Terran Industries was mainly European. I'll let you know if I change my mind but so far it seems to be working well, giving greater coverage for operations and recruitment, a bit of cultural diversity as you say, and actually helps retain some of the "character" of the two previous organisations.
As you allude to, we do also have a suggested meeting time - usually about 18:00 Eve time on a Sunday - where the whole corporation gets together for some decent mining and socialising.
In terms of communications and keeping the interpersonal things going, this is a challenge in any corporation, not just newly merged ones, but I would say we placed great importance on getting people talking PRIOR to the merger and that's an investment I think which will pay off several times over.
Please keep us informed about your progress with your merger project - good luck and have fun!
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Butrus
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Posted - 2003.10.06 17:22:00 -
[39]
Temerlyn - thanks for sharing a tantalising insight into your recent merger experiences. Are you at liberty to share more details, e.g. size of groups involved, how you organised pre-and post- merger, whether there were any merger conditions, how you chose your merger partner, and whether you would do anything different in retrospect?
Thanks!
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Butrus
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Posted - 2003.10.06 17:28:00 -
[40]
Malikon - I don't know exactly what would happen if you simply left your organisation. I went through the following wind-down steps that might be a good CEO checklist for you to tailor to your own needs:
1) Ensure all members of your corporation have joined the new organisation and have appropriate powers and positions.
2) Clear out all corporate hangars*.
3) Un-rent all offices*.
4) Un-rent all research and production facilities*.
5) Tranfer all remaining funds from corporate wallet.
6) Resign as CEO.
7) Join new corporation.
8) Delay final transfer of money and valuable assets until any transitional conditions have been fully met.
* Very useful tool exists now from the Corporation toolbar icon. Go to Offices and Production to see all stations where you have corporate resources.
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Samis
|
Posted - 2003.10.07 17:34:00 -
[41]
I've seen alot of talk about taking time. I agree it does take time, but I was wondering what the average time for a merger was for everyone else. I'm not sure how long this current merger is going to take just because the corps. aren't used to talking in the new chat I set up. They still talk in corp. chat like thier conversations are secret even when they are everyday conversations. I find that I have to remind my people that they could talk in the other chat, and then they go to that chat. I think I am going to discuss that everyone plat at a certain time idea well before we complete the merger because that will force people to communicate, and I think once they start getting to know eachother these two corps. will merge very well.
I find that the closer I get to the actual merger the more excited I get, and the more I have to get myself to make sure it goes smoothly. What other issues are people running into? Any trouble figuring out where assets go? Any merging corps. worried about BP security because of past corp. theft? Etc. Can't wait to check back and see what else is posted.
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Couch Monkey
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Posted - 2003.10.07 17:57:00 -
[42]
Well on the time issue: it really depends. How big is your corp? If it a large corp, I invited the officers of my corp to talk to the members of the smaller corp. There was more dialogue that way. I am concerned that some of your members are not interested in the merger. If that be the case, you need to find out why. Are they opposed to it or just dont care? If the other corp is a lot smaller than yours it might not make a big difference. But in my oppinion, sopprt from both sides is crucial.
As for the assets, yes it can be a problem. The key is to make sure your officers know the rules behind them. Also make sure permissions are set up correctly. One idea is to make a hangar with the valuable items. And only let directors have access to them. After everyone settles in then slowly release the assets. Thats what we did and it seems to work prety well.
Thats just my 2 isk worth.
-CM
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Yangja Isuko
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Posted - 2003.10.07 18:24:00 -
[43]
Edited by: Yangja Isuko on 07/10/2003 18:29:21
A while ago, Endless corporation and Prometheus Prime merged, mergers are not unheard of, even among the large conglomerates such as ours.
In doing so, under the Endless name, upper management at prometheus were once again granted upper management level roles, and so it was a true merger, not one corp absorbing the other just for the numbers.
the merger ended up not only strengthening the corporation with numbers and weapons, but also technology and so on. the merger was precipated by a long period of co-operation in a small allied form.
the merger allowed us to increase our ship production facilities, particulary that of various battleship classes.
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Butrus
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Posted - 2003.10.08 16:53:00 -
[44]
Edited by: Butrus on 08/10/2003 16:59:20
Samis - Both mergers I've been involved with have taken about six weeks from initial contact. By no means a formular to be followed slavishly but here's how it panned out for us:
Week 0: Met a nice chap, got talking, discovered his corp was rather similar in size, shape, and philosophy.
Week 1: Held tentative discussions with my contact, then involved his CEO and my CEO.
Week 2: Things still looking good. Involved the management teams of both corporations to draft a straw man merger proposal. Presented it to the members of both groups.
Week 3: Held open discussions and joint mining events with members of both sides, formalised our decision with some internal voting, agreed a target date to start and complete the transition.
Week 4: Confirmed the merger was a GO! Started shuffling equipment, offices, and facilities. First members left old corporation and joined new one.
Week 5: All members except CEO have now joined the new corporation. Shares issued to directors, access to hangars and equipment sorted out, "get to know you" events coming thick and fast. All merger agreements honoured, time for the old CEO to pack up his bags, decommission the old corporation, salute the flag and restart his life in the new corp.
Week 6: First proper board meeting and general election of the new CEO.
P.S. To get everyone talking together I don't think you can do much better than lead by example. If the two CEO's and their management teams agree ONLY to talk on the shared channel in the lead-up to merger, other members will probably feel they're missing out on the fun and move there too.
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People of the Gallente Federation unite!
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Butrus
|
Posted - 2003.10.08 16:57:00 -
[45]
Yangja - many thanks for sharing your experience too. Good to know things can work out at the mega-corp end of the spectrum too...
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People of the Gallente Federation unite!
Join the "Gallente" comms channel...
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Samis
|
Posted - 2003.10.09 21:48:00 -
[46]
Yep... People are starting to talk there more. I think it's just a general discomfort leaving the safety of a corp. chat channel where nobody else can know your inner secrets. I think a large part of it is that my corp. consists of all people that live in the same RL area so we know things about eachothers lives outside of EVE to a fairly high degree. That level of personal relations can get in the way of meeting other people. It's the idea of a cligue. At any rate I think we are getting passed that.
I really liked your breakdown of weeks, and really appreciate that. On the moving week I had a question, or perhaps suggestion. You don't give details, but I was thinking that if you wanted to maintain the offices you'd have someone from both corps travelling around and when one unrents his office the other can then rent an office at the same area. That depends on where you want your offices etc., but it seems like that might make the move a bit easier.
Refering back to the RL knowledge of eachother the corp. that is talking with me is a similar corp. we are both small, and a group of friends mostly living in the same area. They have some that aren't, but the higher ups are RL friends. I find that this can make it hard for trust to be formed, but that is coming around as well. What I run into is that it's much easier to trust someone when you know where they live, even though you know people won't stab you in the back, it's always a possibility.
Again I liked that breakdown of weeks, and I was wondering if anyone else had a similar style, or could compare the steps of their mergers?
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Butrus
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Posted - 2003.10.10 23:50:00 -
[47]
Samis - thanks. Yes, interesting dynamics when your corporation mates are real life acquiantances too... I'm not a psychologist but it does add a whole new dimension.
Good idea regarding office handovers. We were lucky in our last merger and actually wanted to move area anyway, but worth discussing between both groups so you don't miss an opportunity.
Good luck with YOUR merger - hope you'll be posting the details of a successful transition very soon.
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Browse the Gallente Union website... |
Butrus
|
Posted - 2003.10.12 09:52:00 -
[48]
For those actively seeking a merger partner, or just wanting background information on existing corporations, I can recommend the following in-game websites:
The Gallente Portal
Eve Corporation Registrar
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People of the Gallente Federation unite!
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Butrus
|
Posted - 2003.10.19 21:09:00 -
[49]
Edited by: Butrus on 20/10/2003 18:00:35
OK several weeks on from the merger of Terran Industries and Triad Inc. and I'm happy to report we're still going strong.
Some feedback we received might be relevant to other people considering mergers too:
* Management team seemed to disappear in endless meetings after the merger, slow getting normal life started again.
* Would have been better to have first board meetings etc. prior to the merger so on Day 1 the Directors would announce a shared vision (goals, responsibilities, immediate priorities etc) rather than leaving this a few weeks.
* We should have organised more corporate events in the early days to help people get to know one another. Weekly corporate mining events are a great success now but should have been started earlier.
* CEO should have sent out more regular updates to all members via eve mail to let them know how things were progressing.
* Share allocations and permissions are still a bit messy. Advice would be to start very simply and make sure the CEO thoroughly understands the game mechanics of the corporation menus prior to merger.
My current project is a much looser kind of merger - promoting Gallente Unity with some wizzy in-game tools and resources.
That's all for now - I probably won't post any more until someone else decides to share their experiences. I don't want this to become a monologue!
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People of the Gallente Federation unite!
Join the "Gallente" comms channel...
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