Master of Business Administration (MBA) LONDON METROPOLITAN UNIVERSITY at ESOFT Metro Campus, Sri Lanka
Academic Year 2014-15
MN7127ES: Change Management and Consultancy
Assessment 1: Individual Report

Strategic Change Case Study: GreenHealth-Cranberry1 Merger

ABSTARCT

This report contains the analysis of the case study of merger process of two UK based parasitical companies, GreenHealth and Cranberry. This report discuss deep inside analysis of two companies during the pre-merger stage and post-merger stage. Balogun and Hope Hailey’s Change Kaleidoscope model, Jonson’s Cultural Web Model and Kotter’s Change Steps has consider for this analysis.

Contents

1.0 Introduction: 4
2.0 Case Study Analysis 5
2.1 strategic change context in January 2012, at the start of the merger process 5
2.2 compare and contrast the culture of GreenHealth and Cranberry before the merger (2011) with the new GreenHealth-Cranberry after the merger 8 (2013).
2.3 Critical evaluation of the change process that took place during 2012-13 11
3.0 Conclusion 14
4.0 Reference 15

1. Introduction
GreenHealth is a UK based manufacture of vitamins, minerals and herbal supplements based on Reading, England. Company established in 1902 family owned company and currently employs 930 staff. Total revenue in 2011 is £237 million. GreenHealth’s products sold through high street retailers such as Holland and Barrett, and Boots in the UK. It has a strong foothold in the US where the products are sold through grocery stores. GreenHealth’s UK market share reduced during the last five years but US market increased.
Cranberry is company based in Cumbria in the north England and its manufactures natural and ethical beauty products plus a small range of herbal beauty supplements established in1980. Cranberry