What is typically harder to predict in terms of synergy realization post-merger?

Revenue growth from cross-selling opportunities is typically harder to predict following a merger because it relies on various external and internal factors that can be unpredictable. Successfully identifying and capitalizing on these opportunities requires a deep understanding of customer behavior, preferences, and the integration of differing organizational cultures, which can vary widely between merging companies.

Moreover, cross-selling involves not only aligning product offerings but also effectively communicating the value proposition to customers who may not be familiar with the merged entity’s full range of products. This process can be fraught with uncertainties, such as changes in consumer preferences, competitive responses, and the effectiveness of marketing strategies post-merger.

In contrast, cost savings from operational efficiencies tend to be more straightforward to calculate and estimate, as they are often based on tangible elements like workforce reductions or streamlined processes. Similarly, asset valuations and market share acquisition can also be quantified through more clear-cut metrics and historical data. Hence, while synergies in revenue growth are possible, they often come with a higher degree of unpredictability compared to other facets of synergy realization.