Enhancing Employee Satisfaction After Mergers And Acquisitions

Obstacles in Enhancing Employee Satisfaction After Mergers and Acquisitions

“Acquisition” and “Merger” generate downscaling or reorganize ‘fear’ to the employees, ‘threats’, ‘fear’ and ‘uncertainty’ to reduce job satisfaction of the employees. It would hamper the ‘Working performance’ of the individuals. As a way, employee may not think about their customers, influence the productivity and impact negatively to the organization involving ‘Business turnover’ (Bekenova, 2015). Recently Groupe SEB is fronting same types of issues after acquisition with the German company WMF. They are unsatisfied with integration, non- cooperation on ‘Information sharing’ such as supplier, project information and favor to own the task instead of working together when the project information shared with Groupe SEB they would not care about employees. The contextual of the study concentrates the acquisition between “Germany Company WMF” and “Groupe SEB” (Groupe SEB, 2018).

The “German company WMF” is a widespread company in professional coffee-machines and cookware while ‘Groupe SEB’ is a ‘French consortium’ specialized in business appliances. ‘Groupe SEB’ would be significantly benefitted from these decisions. Although Groupe SEB is the prominent leader in manufacturing professional coffee machines, the company holds 28% market share and WMF company is the undoubted leader in Germany with a 20% market share. As an example, it could arrive to the ‘Attractive market’ of professional ‘coffee-machines’ and strengthen its position in the field of cookware. However, it is great opportunistic approach for both the companies, they have to produce significant synergy between various organizations (McDonald and Keasey 2003). This acquisition would generate significant synergies. ‘Revenue Synergies’ would appear from ‘WMF brand’ and ‘Commodity expansion’ in latest geographies to the international existence of ‘Groupe SEB’ and also from the strengthening of ‘WMF company’ with the products of groups. The company would be reputed to endure to deliver on its ‘Strategic development plan’ together with ‘Groupe SEB’.

Both the majority of consumers and suppliers regard that cookware products must not be regarded distinctly as per materials utilized. The comparison of products and prices across various channels would support to access every distribution channel in comparison of best prices. Sales via online commerce have become a corresponding feature of German cookware market (Filip, Grim and Haindl 2012). Brand awareness and positioning are found to be crucial in the retail sector (Balz and Müller-Gastell 2017). The retail management of Groupe SEB has become easier after evaluating cookware products in subsequent employee satisfaction. The following research critically discusses the employee satisfaction and its influencing factors due to the merging and acquisition of Groupe SEB and WMF. 

Gaining Trust for Enhancing Employee Satisfaction

The research question is the inquiry into a specific concern or issue. It intends the initial step of the project. Specification of research question is the methodological way of social or natural sciences. The research questions of the current research could be formed as:

The ultimate goal of research is to generate the measurable and testable data after adding the accumulation of concerned human knowledge. The aim of the case study finds out the strategies to enhance the ‘Employee satisfaction’ after being acquired by other organizations. Research aim critically assess methodological goals or standards of measurements and generalizability of findings that the process could not be sustained. Trust, motivation and leadership are the causes of employee satisfaction that might be enhanced or decreased due to acquisition of WMF company in Groupe SEB.

Research objective is the collection of defined steps that would help the analyst to achieve the research aim. The research objectives are-

• To detect the factors hampering satisfaction of the employees after being acquired by other organizations.
• To explore the issues experienced by the management to improve the satisfaction of the employees.
• To recommend on strategies about improving satisfaction of the employees after being acquired.

As per Brueller, Carmeli and Markman (2018), ‘Mergers and acquisition’ have proved to be tremendously ‘Popular strategy’ to achieve ‘Corporate diversification’ and growth. Accounting, the performance of ‘Merger and acquisition’ is declined when the management miscarries to integrate the cultures of various workforces as per Rao-Nicholson, Khan and Stokes (2016). The organizational culture of the organizations is relied up on the human resource system and managerial lookouts. The research provides the significance to the recommendations of the management team and HR team about managing ‘Employee satisfaction’ for maintaining or growing productivity after being acquired by the other organizations. Research significances are outlined with proper scientific rationale.

 WMF is a German company that is the manufacturer of home appliances and hotel equipment. The manufacturing company generally produces cutlery, kitchenware, cookware, drinking glass, professional coffee machines. WMF, founded in Southern Germany, established in 1853, holds a strong position in the market. The company has worldwide more than 200 retail shops in 40 locations such as Germany, Austria and Switzerland. The core business of the WMF could be categorized in three categories that are- “Kitchen Utensils”, “Food storage containers” and “Thermo jugs and carafes”.

French Groupe SEB manufactures the small appliances and kitchenware represented in more than 120 countries worldwide. Groupe SEB owns more than 1000 active patents and launches over 200 new products a year. Groupe SEB include brands like “Calor”, “Vogalu”, “Krups”, “Tefal”, “Lagostina” and “Moulinex”. The headquarter of the holding companies of SEB is located in Lyon.

Improving Employee Satisfaction after Mergers and Acquisitions

Groupe SEB has acquired German group WMF to strengthen the global leadership of the company by achieving the first position globally in the professional automatic coffee-machines and becoming the ‘Cookware leader’ in Germany. ‘Groupe SEB’ is pleased to publicize that it has confirmed today the acquisition of the ‘German group WMF’. On the basis of a 1585 million euros enterprise value at December 31, 2015, the assumption of 125 million euros on the same date and a 70 million euros payment to the seller in compensation for Groupe SEB retaining WMF’s results from January 1, 2016. Debts entirely financed the acquisition. After signing the transaction in May, 2016, the Group obtained a 1.3 billion euros bridge loan from its bank pool. It could be refinanced which is already present in an advanced stage. In the new setup, Groupe SEB 2016 pro forma sales would be approximately 6 million euro and the number of employees would exceed 30000 people.

As per the statement of Groupe SEB manager of Australia, Groupe SEB have a complete premium offer of cookware brands from the various regions of the world that are Germany, United Kingdom, United States, Germany and France. Cookware complements major cooking appliances nicely. Customers would like to get the most out of their new even or induction cooktop appreciating latest innovation and design in their cookware. According to Groupe SEB, the purchase of WMF would permit the company for acquiring a ‘Strong-leadership’ in the ‘Professional-market’ of ‘Coffee-machines’. Strengthening the position of cookware, Groupe SEB hastens its establishment in the major-market of the ‘Kitchen-utensils’ and ‘Accessories’. It would also unite its ‘Brand portfolio’ with current and established organizations. The acquisition would also access a huge network of more than 200 own-retail counters in Germany.  

As per future prospect, Groupe SEB purchase would allow for becoming a considerable leader in the very lucrative professional market of coffee machines and crookeries. Groupe SEB is known for stable growth, large recurring sales and high profitability. After merging, the new company would also strengthen its considerable position in cookware after instantly becoming the number one brand of Germany alone (Lodorfos and Boateng 2006). The move of acquisition also would strengthen the development of Groupe SEB in future days. The hope is that this great company would be enriched by ‘Culture and Values’ based on an appetite for products and a fascination for ‘Excellence’. The merging properties would help the determined value about creating ‘Projects’ that would guarantee the ‘Smooth integration’ of teams of ‘German company WMF’ which Group SEB would happily accept.

The Case of Groupe SEB and WMF Merger

Employee satisfaction indicates the personal feeling of an employee about the job that hamper the motivation of the work (Greer 2001). It is a necessary component for the success in business on the aspects of finance of an organization. The organization could provide the aspiring and ‘Positive experience’ to the customers producing ‘Innovative services’ and products through the ‘Understanding’ on various satisfaction levels of the employees (Wright, Cropanzano and Bonett 2007). Trust of the customers can enhance the satisfaction of the employees that drags obligation to the organization, employee retention, willingness to take risks and personal goals to conquer (Lee and Way 2010). It may fulfil organizational targets and adopt transformations.

The motivation of the employees of any organization possessed by the individuals and it is not associated to the unconscious requirements or reward. For achieving the needs of the individuals, the people get motivated and at the time of completing the fulfillment or the need of the following aspects. The five motivational requirements that initiates from basic level are “Physiological”, “Safety”, “Social”, “Self-actualization” and “Self-esteem” (Egan, Yang and Bartlett 2004). Individuals of the organization should fulfil the basic level requirements that develop to move the peak level enhancement that is “Self-actualization” (Huselid 1995). However, the development would be hampered due to failure for achieving the ‘Lower level’ requirements and ‘Society’ cannot reward the motivation on ‘Self-actualization’.

‘Motivation’ may lead to the transformation of purpose of the employees and behavior (Kuvaas 2006). One of the duties of the ‘Management’ in the companies is for creating the ‘Proper-environment’ so that the employees realize ‘Motivated’. Administrative management require to impact and hamper motivation of the employees for performing the job. ‘Motivation’ is hampered by the ‘Performance incentives’ involving ‘Promotions’, ‘Rewards & recognitions’ and ‘Bonus’ in short-term. For motivating the employees in ‘Long-term policies’, requirements of management to connect the aspects- ‘Personal interest’, ‘Employee desire’ and ‘Employee rewards’ (Tietjen and Myers 1998). Beside the presence of performance incentives, the organizations might provide the ‘Non-performance incentives’ for motivating employees and staffs. The motivation of the employees provides ‘Non-performance incentives’ such as ‘Free organization products’ for the employees and generate the scopes for staffs for participating in ‘Educational and enhancement program’ (Tichy 1981).

The leadership is described as a method in which the leaders and followers sustain each other for achieving a greater level of ‘Morale and motivation’ that make the organization overall benefitted to attain objectives (Podsakoff, MacKenzie and Bommer 1996). The organizations pretty much require the transformational leadership used for communicating and describe the clear version and distinctly to the employees that boosts them to overcome the ‘Resistances’ for bringing changes within the organizations (Podsakoff et al. 1990). One of the dimensions of ‘Transformational leadership’ involves the ‘Inspirational motivation’ that leaders inspire their workers to express their idea appealingly. The leadership factor needs to have effective communicating skills that may support them to persuade and articulate their vision (Graen, Liden and Hoel 1982).

Research Questions

Trust is a state that involves confident ‘Positive expectations’ about the motivation of others with respect to oneself in conditions to entail risk as per Boon and Holmes (1991). Overall, there exists three key components influences the ‘Level of trust’ involving ‘Individual perception’ towards ‘Trust’, ‘Situational parameters’ and previous ‘Relationship’ between each other (Gill 2008).

‘Trust’ effectively builds ‘Communication’, ‘Employee retentions’ and ‘Employee motivation’. ‘Trust’ is crucial determinant of ‘Job satisfaction’ in management that enhances ‘Employee morale’ and ‘Productivity’. It decreases the ‘Employee turnover rate’ and could assist to decrease the levels of stress as per Pahl and Richter (2013). ‘Effective leaders’ must stimulate the ‘Trust’ of the employees through the ‘Feedback mechanisms’ for expressing their ‘Opinion’, ‘Open-book management’ for sharing tactics and its outcomes (Jyoti and Sharma 2012). An ‘Open and honest’ communication generates ‘Trust’ and with the ‘Quality of trust’, it muddles employees and brands to produce adequate ‘Employee satisfaction’ (McKee, Hinton and Lamb 2009).

Figure: Conceptual Framework

(Source: Created by Author)

On the basis of acquisition due to employee satisfaction, the overall market would differentiate various types of quality, product, price, material used and distribution channels used (Blackman and Henderson 2001). WMF is not active as a “general retailer” for cookware products. The work motivation, leadership and trust of the employees of Groupe SEB would provide the potential supply association between retail activities and SEB activities. Both is predominately sold for WMF’s brand presentation in department stores specialized in “Shop-in-shop” concept. Therefore, the WMF is the closest brand to the customers. Such types of mentality have brought the customers to the employees of the brand.

Employees feel satisfied when they are given importance. Presentation in loyalty programs is proved to be special feature of cookware product markets. Loyalty programs should be run by retailers to derive traffic in their stores and strengthen loyalty of shoppers (Vaara 2002). These employees are running discounted prices subject to the presentation prices by the customers of a defined number of proofs for purchasing at participating stores. The employees represent an identification of marketing instruments for retailers by running promotions when retailers pursue the aim to enhance the customer traffic and loyalty (Schuler and MacMillan 1984). The organization has assessed whether the acquisition would have a significant effect in the context of loyalty programs or not. Loyalty programs are generally organized at the initiative of and are driven by the key manufacturers, retailers and bidding process (Matzler and Renzl 2006).

Research Aim and Objectives

The ‘Research design’ is actually qualitative in nature as it is capable of learning, exploring, describing and explaining the social reality. Such types of research unpack the meaning behind the preferences of the people to ‘Detailed activities and actions’ according to Leavy (2014). In this case, the ‘Employee satisfaction’ gets hampered by ‘Merger and acquisition’ to find out the ‘Solution and suggestions’. For this research, the ‘In-depth interview’ is executed for the collection of ‘Primary data’. The data is original and authentic. This qualitative data is a cross-sectional data in nature (Spencer and Ritchie 2002).

The ‘In-depth personal interviews’ are arranged with 5 participants from the ‘WMF brand’ that is being acquired by Groupe SEB:

Job level	No. of participant	Working experience	Working location
Engineer and officers	3	4 years or above who experienced the acquisition by Groupe SEB	Hong Kong office
Team managers	2

The research study highlights on the satisfaction of the employees after being acquired or merged. The researcher may choose the most proper sampling unit that is the employee experienced to the procedure of ‘Merging and acquisition’. ‘Judgment sampling’ is utilized in this research. Also, the population are chosen on determination and it is not dependent on ‘Random method’. Representatives are to be chosen from the company and the reliability is based on the judgment of the chosen population as per Beri (2013).

The interview method is a popular way of judgment sampling. Interview research has an idiographic objective that typically requires a sample size which is sufficiently small for individual aspects to have an aiming voice within the study helpful for an intensive analysis (Byrne 2001). Interviews are carried out while researchers make query about one or more common participants, open-ended and tabulate their answers (Marshall 1996). One to one interviews provide necessary information when they directly observe participants.

For understanding the perception of people and behaviors with ‘Descriptive data’ by asking the ‘Follow-up questions’ for ‘Additional data’ and ‘Insightful responses’, suitably ‘In-depth personal interview’ is used for the research study (Berg, Lune and Lune 2004). The interview is conducted face-to-face. Interviews could be described as a ‘Qualitative research technique’ that includes execution of ‘Intensive interviews’ with a limited frequency of interviews with a limited number of respondents for exploring the ‘Perspectives’ on the specific concept, condition or program (Life 1994).

Each interview would last around 15-20 minutes for participants for expressing their participants whereas the researcher could be able to gather information through asking associated queries. The responded and unanswered queries are accordingly tabulated. The interviews provided enough detailed information of topic. One-on-one interviews are executed as a data-gathering method in which researcher asks questions for recording answers from only one participant in the study at a time (Anderson 2010). The focus group of collecting qualitative data is a group of 5 people (3 engineers & managers and 2 team managers). The questions of the questionnaire are open-ended. Interviews are the theoretical sampling method.

To summarize the large data and for finding out the ‘Vital features’, ‘Thematic analysis’ would be utilized for exploring perspectives and perceptions of various interviewee by finding out the variances and equalities to construct the insights (Patton 1990). After collecting the data with the help of interviews, the researcher would reshape the data and summarize the data into corresponding categories for addressing the inherent issues. The data analysis creates the framework for analyzing data set from interviews. In case of qualitative data analysis, themes and concepts are considered before the analysis begins and levied on the material (Easton, McComish and Greenberg 2000). Here, the data is primary is nature and therefore free from bias (Bevington et al. 1993).

The design of the ‘Reliability and validity’ of the data set on the basis of understanding the theory from literature. ‘Identical questions’ would be utilized in this research for ensuring stable questions for ‘Associated and authentic information’. It would avoid bias of the participants. ‘Pilot study’ would be utilized for ensuring the questions understood as ‘intended’, ‘clear’ and ‘appropriate’ (Cohen, Manion and Morrison 2013). The questions could be acceptable tune before performing proper ‘In-depth interview’ (Rossiter 2011). Not only that, interview could be audio recorded with the consent of participants for ensuring the ‘Accuracy and Transferability’.

The study would ensure that the ‘Confidential information’ of the participants to be protected. It is anonymous to be utilized and amended as per job-titles in case of ‘In-depth transcript’ (Orb, Eisenhauer and Wynaden 2001). The ‘Audio tapes’ would be demolished after completion of this report. The information provided by the participants would only be utilized for the determination of the research (Tracy 2010). The ethical consideration is explained to the participants before starting of interviews. Also, the interviews are also ethically transcript.

In case of broad sense, the ‘Qualitative research’ incorporates the research that does not utilized ‘Statistical methods’ to enumerate outcomes (Marshall and Rossman 2014). The analyst undertakes the qualitative work in the ‘Natural setting’ about trying to comprehend or ‘Interpret phenomena’. The data analysis includes grounded theory, phenomenology, ethnography and naturalistic enquiry (Wiles, Crow and Pain 2011).

There are many ways to collect data for capturing the combined ideas inherent to the subject. Whilst ‘focus groups’, ‘interviews’ and ‘observations’ might be the most general processes of ‘Qualitative data analysis’, ‘Qualitative research’ innately welcomes the creativity and the utilization of ‘Innovative processes’ for achieving the in insight of the participants outlook (Bevington et al. 1993). The qualitative data analysis includes the extract of socially accepted responses (Strauss and Corbin 1990). Data analysis regards the ‘Different elements’ of a ‘Research project’ in case of isolation. It is crucial that the researchers completely reflect the level of stability and logical flow which is the trademark of any rigorous project (Dey 2003).

The interviews of three employees (engineers and officers) indicate that three of them are working in three different sectors of the company that are research & development, marketing and quality management. They are trying to build the innovative production processes of the company, designing the promotional strategies for the company and controlling proper quality protocols. All of them are working more than five years in the company. They are the witnesses of many changes and experienced many ups & downs of the company. As per report, SEB and WMF are two reputed companies that have high expectations due to merger and acquisition.

Research & development officer is not still sure about the advantage of merging of SEB and WMF. Marketing officer have observed immense transformations in case of hiring or firing, loss of old positions and creation of new aspects. Quality management is hopeful to see huge changes in the domain of international markets as well as varieties of products in future. Obviously, marketing officer have not seen any additional benefits or advantages after acquisition of the company as his/her salary is still same. The marketing officer realized that merging has offered the management to expand more.

The employees suggested some aspects regarding the operational framework of the company after change that are majorly- the change in leadership style, the transformation of operational framework about corporate responsibilities and structural transformations. Although, the employees are not sure about the significant changes in the attitude of the company after the acquisition, the company has intended to make more profitability. The vision about employment and hiring of the authority also have vividly changed due to acquisition.

The issues regarding merger and acquisition of SEB and WMF are prominent. First interviewer informed that old and experienced employees are facing the lack of cooperation in the company regarding the capabilities and intensions. Marketing officer highlighted the concerns about leadership structure and management issues. Quality manager informed his/her anxiety about the job security and employee deduction after the merging of WMF and SEB. The perceptions regarding their mentioned issues informed as hiding of information especially from research & development aspects, the presence of biasness of the people in the management of WMF, dividing and favoring the people. Not only that, the level of trust must be higher and enjoyable in a more free and lighter work environment. The leaders should motivate the employees for overall performance focusing on production in the current scenarios.

The research and development officer do not think that employees like him are much satisfied due to acquisition as it had generated tensed situation, lack of coordination as well as insecurity towards work. The quality manager is also in a tensed and anxious state. The marketing manager also supports their feedback. The first interviewer recommended more cooperation within the employees and teammates for increasing the level of trust and satisfaction within the organization. The marketing manager recommended the better orientation of the employees as a big team of the merged authorities of SEB and WMF. The employee retention and security retention should be more transparent and pure for post-merger to increase the level of faith and satisfaction of employees. First interviewer consider that the merger would be successful in the long run depending on the level of acceptance and cooperation between the employees of both the companies. Marketing manager is against this acquisition as he/she informed that in future days lot of employees are going to leave Groupe SEB. Quality manager incurred to make the early comment.

The interviews of two administrative authorities depicts that one employee is working in human resource management and other officer is working in marketing development. Both of them are experienced employees as they are working more than six years. The acquisition and merger for the company is being very fruitful and positive at the time of huge and long-term process where both the companies should go through adjustment issues. Marketing development officer is facing criticality regarding perceptions and motivations. The acquisition is hampering the employee performance in Groupe SEB in context of comfortable environment. The marketing manager informed that the performance is distinct due to various attitudes towards work about level of confidence and motivations. The issues regarding trust and confidence is pretty much problematic and the lack of cooperation & acceptance is vibrant from the both sides Groupe SEB and WMF. The motivations regarding the level of motivation among the employees after the merger is to change the tensed environment is vibrant. The lack of cooperation and acceptance among SEB and WMF is happily welcomed with the vision of hard working.

After acquisition, the motivation of the employees has significantly changed after merging. The employees are not in a comfortable mood as they are getting fear about joblessness or insecurity. However, the marketing development administrative officer informed that employees are willing to work in a new method although being demotivated. The management should take the necessary steps to motivate the employees after merging in the form of attempting to communicate with all the teammates as per human resource officer. The marketing administrative officer also supported this proposition. The way-out of such types of motivation could be apprehended by employee amalgamation, interactions and open & free flow of ideas consecutively. The employee security policy is designed more effectively to make the relation of employee and company more transparent and trustful. According to the second officer, the employees know the employment policies and given responsibilities well that may make the workers publicly appreciated.

The human and resource management officer informed that the leadership of the authority is following the steps like monetary rewards, flexible working situations, employee recreational opportunities as well as the starting of various training and skill enhancement methods for the employees. The compensating structure and career prospects are being restructured to gear up the level of satisfaction of the workers apart from the communication channels between co-workers, supervisors and authority. Both the managers believe that managers would have long term positive executions on the authority to keep the employees happier. The marketing manager has little bit of anxiety. Although, the human resource manager is hopeful about positive and hopeful shortcomings.

As a summary, it is observed that acquisition is not very much popular among employees and managers. The Further, they are hopeful about coming future, although the current situation after acquisition is not satisfactory. The outcome of merging of WMF and Groupe SEB is not satisfactory. The employee satisfaction is not found significantly high for the scarcity of trust, motivation and leadership. The employees and officials are waiting for the coming future.

Conclusions:

The acquisition of ‘Germany company WMF’ is a modern ‘Structuring step’ for progress that permits the administrative authorities significantly in ‘Small domestic equipment’ in Germany and merge very stable brands to their portfolio. The WMF might have a more superb scope for becoming a ‘Leading player’ in the very admiring ‘Professional coffee-machine’ and to take advantage of the ‘Cutting-edge technologies’ of the WMF for enriching their ‘Small domestic equipment product offering’. More deals and probable strategies would be finalized in the coming weeks upon the approval of German and Austrian competitive authorities. The acquisition of WMF with Groupe SEB causes the key strategic interest to the merged organization.

It is hopeful that proportion of greatly engaged employees would change from the baseline because of restructuring and strategy transformation. The employees are most engaged to remain resilient at the time of having change. The percentage activity engaged employees for these times. Investing time for the welfare of the employees is pretty much necessary. The acquisition of Germany company WMF is a new ‘Structuring way step’ in the expansion Groupe SEB. Groupe SEB have ‘High respect’ for the WMF brand by which they share ‘Culture and values’ on the basis of a ‘Passion’ for products and an ‘Obsession’ for excellence. The ‘Acquisition assets’ would help the ambitions of acquisition projects and should support the formation of projects and would promise the ‘Smooth integration’ of Groupe WMF. Groupe SEB may cheerfully welcome it.

However, Groupe SEB lost a significant number of tenders to competitors because of dissatisfaction in previous scenarios. The management of employees engage during various types of transformations and actions that have the highest influence in case of engagement. A majority of customers responding to the market investigation realize that the acquisition is proved to be successful. Consumers are being happy due to enough substantiality of available products. The progress made by Groupe SEB and its business activity enhances the stake of superiority. The acquisition of ‘Germany company WMF’ and ‘Groupe SEB’ is supposed to provide the group more development. The strategic and structuring acquisition would be reinforced due to global leadership in small domestic equipment, specially in cookware. Groupe SEB could be more able to expand their businesses in Germany. In case of new configuration, Groupe SEB represents more than 6 billion in sales and 600 million to operate outcomes from activity. Group performances acquire professionalism and full supportive commitment in the context of commitment of market.

Groupe SEB is taking approach further by offering the low-cost connectivity to the people of classic version of the unique market with possibility. The uniqueness would innovate the anticipation of potential evolution of the product before the initial launch. The group has organized itself to respond to the employee demands and its measures. 

Groupe SEB should aim for further organic sales growth and an improvement in operating outcomes from organizational activity simultaneously in 2016 and its new configuration. Groupe SEB must operate a ‘Multi-brand’ strategy permitting to achieve wide coverage of local and global markets as well as a precise segmentation of its product offer and distribution. It would provide the best response to the expectations of multiple consumers. Such kind of unique portfolio consists a ‘World-famous’ brands and leading local brands. It must construct targeted acquisitions over years representing a major strategic advantage.

The acquisition must allow the Groupe SEB for differentiating itself and ensuring the long-term growth. The happy and satisfied employees would create the path of consistent positioning, geographically over time. The acquisition follow ups must clearly define the platform that would enable local variation and values of the company. Moreover, it could be recommended that innovation in every aspect must take into account a vast range of employee nurture and expectations and provide the right support in every aspect of daily lives. To achieve the target, Groupe SEB must adopt the techniques of implementing the understanding of local requirements.

Listening of employees and communicating with authorities would let the authority for taking further decisions in dedicated organizations.

Because of the ‘Judgment sampling’ to be utilized for the study, ‘Limited representatives’ are designated from the company. The results completely do not represent the ‘Whole population’ (Rice and Ezzy 1999). As the reliability is on the basis of judgment of the chosen population, biased outcomes could appear in the judgment sampling as per Ngazimbi et al. (2018). Market studies and in-depth secondary researchers are needed for further consideration. Numerically the results are not presented here as the analysis is qualitative, not quantitative (Flick 2014).

Research Activities in 2018	26 May	6 June	16 June	23 June	30 June	7July	21 July	28 July
Literature Review
Questionnaire design
Pilot study
Conduct interviews
Write transcript
Data analysis
Conclusions and recommendations
Finalize the research report

 

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