In order to successfully integrate and manage these different sales forces, the company can develop a top to bottom or a bottom to top approach. The top to bottom approach is based on developing a unitary identity of the company where the objectives of each purchased business unit can feel represented. The other levels are derived from this. If the company addresses the bottom to top approach, this means it should start by focusing on the environment level, which is not as productive as the top to bottom approach.

In addition to this, it is important that the company develops a sales force design study. This is intended to help the company assess the most efficient sales force design that would determine increased profits while joining products, customers, and employees from different business units (Moorman & Ruddell, 2009). Specialists in the field recommend to start with analyzing customer needs, purchasing behaviors, and business opportunities by large product groups. This ensures that customer segments are correctly identified. This is also helps the company identify the most important sales force activities for providing each market segment with the necessary products. This allows to develop efficient sales models based on cost efficiency and addressing market opportunities.

This also efficiently reorganizes ownership of sales roles, and account type ownership. Some of sales forces' activities should be assigned to internal sales and to different units ensuring service support. This sales force model requires that representatives with technical activities should be prioritized before the most important accounts if the situation requires it.

Rationale

There are several challenges that management must address in this case. Communication is one of the most important challenges identified in merger and acquisition situations. Success interpretation...

What is considered successful for certain sales teams can be considered normal standards for other teams. Therefore, this can affect the bonuses and commissions strategy. Another challenge is represented by the motivational strategy. Each sales force is used to a certain motivation system that can be considered inappropriate by other teams. The issue in this case is that managers develop an integrated motivational strategy that is satisfactory for all sales forces.
Implementation Tactics

The success of applying this integration model depends on the company's leadership that must develop an implementation plan and governance model. In order to monitor how the plan is applied, it is important to set up a project management team. This is how sales force efficiency can be maximized.

The implementation plan starts with an integrated customer segmentation, and continues with organizing the sales force structure. The sales process design is also modified in order to be in accordance with the company's objectives. It is also important that the company invests in training programs intended to ensure that sales forces communicate efficiently and develop the skills required by mergers and acquisitions. It is important that company leaders understand the importance of communication on productivity.

Reference list:

1. Moorman, M. & Ruddell, L. (2009). Merger and Acquisition Success: The Sales Force Integration Imperative. ZS Associates. Retrieved April 24, 2014 from http://zsinsights.com/pdfs/M&A_Success-TheSalesForceIntegrationImperative.pdf.

2. Miller, F. & Fernandes, E. (2009). Cultural Issues in Mergers and Acquisitions. Deloitte. Retrieved April 24, 2014 from http://www.deloitte.com/assets/Dcom-UnitedStates/Local%20Assets/Documents/us_consulting_CulturalIssuesinMA_010710.pdf.