Archive for August, 2015

A top contributor of sales and revenue growth at companies such as Corporate Express Delivery Systems and DHL Airways, Craig Raucher also served as the senior vice president and general manager at Total Freight Solutions Global. With a varied business career, Craig Raucher has gained experience in areas ranging from administration and operation to sales and strategic planning.

Most often implemented when a business has encountered issues in its performance or procedures, strategic planning can be an important element of a company’s long-term success. Before beginning the process, the business should honestly examine itself in regard to its competitors, its own competencies, and the market as a whole. By doing so, it can identify which areas need the most work and which are performing at or near expectations, thereby allowing it to best prioritize goals.

From there, the business should articulate its mission and objectives, and determine which steps it needs to take to achieve them. The planning stage, or the tactical segment, also needs to consider any costs and time associated with the necessary adjustments. Remember that it is easier to adjust a plan before it is implemented than it is to adjust it afterward. After putting the plan into practice, continually review it to determine its effectiveness and which areas, if any, need to be refined.


With more than 30 years of professional experience, Craig Raucher has served in a number of executive-level positions, such as the senior vice president and general manager of Total Freight Solutions Global. Throughout his career, Craig Raucher has led a range of global strategies and revenue increases, and has been the member of mergers and acquisitions teams.

A significant and popular growth strategy for businesses, mergers and acquisitions can be complex, difficult processes with long-term effects. However, with proper planning, they can benefit and strengthen the resulting company, in addition to making it larger than the two companies were individually.

The company leading the merger process should make a special effort to engage the employees of both companies. Although the merger process itself can be lengthy, the company should cultivate a culture of engagement as close to the merger announcement as possible. The more time that passes between the announcement and employee engagement, the more likely it is that the employees will become anxious and start to look elsewhere for a more stable environment. By engaging them within the first 30 days, the company can keep employees motivated and able to cope with the merger’s changes as the company shifts to its new mission and identity.

Another necessary step at the beginning of the process is establishing leadership. Confusion can result from inconsistent or nonexistent leadership, especially during the stress of a merger or acquisition. Therefore, creating a clear leadership team that is devoted to merger issues and provides guidance can be very helpful to current employees. Leadership should not only deal with practical issues but also with the cultural components as teams determine how to interact and work with each other.