Provide me the answer to this Question $5$: Please imagine that the acquiring company, MARZEO Ltd$.($European company$),$ differs with regard to its national culture from the target company $($Asian company$)$ on a large scale. Now, would you give more$/$less weight to some of the recommendations just made? If yes, which of these $($see Question $4)?$

Please read the following case:

MARZEO Ltd$.$ is an international steel$-$making company which successfully pursues long$-$term acquisition strategies. It is one of the world's largest steel companies and its growth has come almost entirely through a decade$-$long series of acquisitions. MARZEO Ltd$.\text{'}$s acquisitions are strictly focused. It never goes outside its core business. It has a well$-$honed due diligence process which it uses to learn about the people who are running the target company and convince them that joining MARZEO Ltd$.$ will give them an opportunity to grow. The company always works with the potential acquisition's management to develop a five$-$year business plan that will not only provide an acceptable return on investment, but chime with MARZEO Ltd$.\text{'}$s overall strategy. MARZEO Ltd$.$ relies on a team of $12$ to $14$ professionals to manage its acquisitions. The team's members have solid operational backgrounds and have worked together since $2011.$

In the excitement of a deal, company bosses often forget that the merger or acquisition is more than a financial deal or a strategic opportunity. It is a human transaction between people too. Top managers need to do more than simply state the facts and figures; they need to employ all sorts of methods to enhance relationships, establish trust, get people to think and innovate together and build commitment to a joint future.

Please imagine that MARZEO Ltd$.$ is currently involved in an acquisition of a new target company. Before that acquisition started, a new CEO of MARZEO Ltd$.$ was appointed, wherefore this is his first acquisition. In the following you will find statements of individuals that are involved in this acquisition. Please read these statements:

"The top team had been working on the acquisition plans for over four months. Once the announcement was made to all employees I just wanted to get on with things. I had so much enthusiasm for the deal. There was just endless business potential. The difficulties came when I realized that not everyone shared my enthusiasm. My colleagues of the management board and representatives of the target company constantly asked me detailed questions about job roles and terms and conditions. It

was beginning to really frustrate me that they couldn't see the big picture. I found I had to talk about our visions for the future and our schedule for sorting out the structure at least five times a day, if not more. People needed to hear and see me say it and needed me to keep on saying it$.$ I learnt to keep cool when repeating myself for the fifth time that day." $($CEO of MARZEO Ltd$.)$

$"$We try to keep everyone happy and productive. The acquired company has good production managers, so we decided to ask them to work alongside with our managers, to share skills and learn a bit about the other person's way of working. We thought this was the best idea to keep production high, and to promote harmony and learning. However, in the end it turned out to be highly unproductive. It was a huge strain for these individuals involved in both cases. They thought they were being set up to compete, despite protestations that this was not so$.$ Both began to show signs of stress. This structural decision also slowed the integration process down as people wanted to stay loyal to their original manager. They studiously avoided reporting at all to the new manager from the other company. Joint projects ended in stalemate and integration of working standards was almost impossible to achieve." $($HR Director of MARZEO Ltd$.)$

"When the acquisition by MARZEO Ltd$.$ started, we were full of trepidation. We were in no mood to start building trust. This is a case of vertical integration where the huge steel$-$supplier, MARTEZO Ltd$.,$ buys us$,$ its customer, to gain access to primary clients and grow the business. We thought they would start to take our jobs and move the company to their own headquarters. The whole thing came to a head one morning when some consultants were running an integration workshop for the new management team. MARZEO Ltd$.$ were getting frustrated with our hostility. We were getting angry about their constant questioning about finances and account management and project costs. Someone from our company was brave enough to share his emotions. The CEO of MARZEO Ltd$.,$ who is actually a pretty decent guy, sat down amidst us all and spoke quite calmly for about $10$ minutes. He said, 'Look guys, I will do anything to make this company a success. Anything. But I need to know what I$\text{'}$m running here. I can't take that responsibility without knowing all the facts. I really want us to make this thing a success. But I need your help.$\text{'}$ After that we trusted him a bit more. Then t