Green Health Cranberry Merger Essay

The merger though not applied as a prompt and instant process, had recognized a certain sense of urgency in its widespread knowledge of the industry through exhaustive participation and its understanding of the major prospects for extension and evolution. The change in steps that took place in 2012-2013 evaluated different aspects that lead up to the merger accomplishment (Kotter, 2012). The major threat was the question arising from the merger change about how the new company will work and will it take over the Green Health company etc. and what will happen next. To manage the people that differentiate in work experience and learnings is another issue for Green Health – Cranberry merger. The next step was monitored for placing the management crew and workforces together constructing new healthy work relationships that allowed the employees to build their confidence and take control building solid platforms for the new company. Due to less number of employees working in it the vision of the merger company was for reduction of cost achieved releasing two floors in Cambria. In US, UK, Europe and rest of the world expanding their product line global expansion has been done where Green Health acts as a source based company for new product growth.

For the same two offices at different locations after the Green-Health Cranberry merger was formed which solved the issue of relocation and staffing. The top-level management comes across with the CEO and CFO to share their ideas once a week in one of the offices also providing the authorization to the employees to share ideas. As the staff and employees are self-regulating with no hard controls, the company is achieving short-term wins including global sales through sales of both products at the same store and engaging in online market as