As staffing firms continue to grow in size and scope, the industry landscape is changing. Consolidation has become an increasingly common occurrence as smaller firms look to expand their client base and increase profits by merging with other companies. In order to better serve their clients while maximizing profits and optimizing scale and market share, staffing firms are increasingly finding that they must look beyond the mere acquisition of other smaller firms and instead focus on full integration with potential partners and competitors. The key is in finding the right partner or partners: one that will bring complementary strengths to your company while also enhancing its weaknesses so it can be more competitive in a changing marketplace (or even emerging markets). At first glance, this might seem like a simple task; however, upon closer inspection there are several factors which must be considered before entering into any merger or acquisition agreement.

In order to better serve their clients while maximizing profits and optimizing scale and market share, staffing firms are increasingly finding that they must look beyond the mere acquisition of other smaller firms and instead focus on full integration with potential partners and competitors.

You’re a staffing firm, and you’re looking to maximize market share by acquiring other smaller firms. You’ve got your eye on one in particular—a small but well-respected company that’s been around for 15 years. They have a strong reputation in their area and employ about 10 people at any given time.

But then something terrible happens: The economy goes south, and suddenly businesses can’t afford temporary workers anymore. Your competitor’s revenue dries up overnight, leaving them unable to pay their staff or even keep up with their bills. Before long they’re forced to shut down altogether—leaving you with an empty shell of a company whose employees are still owed money.

This is obviously bad news if you planned on acquiring this company: The loss of revenue from its former clients will likely outweigh any benefits from bringing its employees onto yours’ payrolls…but here’s where things get interesting: If both firms were integrated into one larger entity before this happened, then neither would have suffered financially from losing business since each would be supported by all others within the system as well (think about how many companies are involved in making Google’s products). In addition to ensuring stability within each unit itself though there’d also be economies gained across all departments because there wouldn’t need be so much overhead devoted towards managing individual operations separately; instead resources could go toward optimizing scale throughout entire corporation instead which would provide significant cost savings over time while also increasing efficiency throughout organization.

The key is in finding the right partner or partners. So, how does a business find the right partner or partners?

The answer is simple: know what you want and define your needs. Do you want to expand internationally? Are you looking for a way to grow your staffing business through new services such as training, recruitment outsourcing or payroll administration? Or perhaps you’re just looking for an effective way to manage your IT infrastructure. In any case, finding the right partner requires some research on their part and an understanding of what they need from their strategic alliance partners.

Staffing firms must also thoroughly examine potential merger or acquisition partners to ensure that they are fully compatible.

Mergers and acquisitions are a serious business, and you can’t just merge with any company. You need to take the time to look at potential partners carefully. Look at their culture, leadership style, values—and make sure those align with yours. Look at the type of business model they have to ensure that it’s compatible with your own. Look at their financials to see how well they’ve done over time and what kind of track record they have in terms of managing staff through difficult times (such as during recessions). Finally, examine their management team: Do you share similar goals? Are there potential synergies between your organizations or does it seem like this merger would be an uphill battle from day one?

Staffing firms should consider creating an integration team to help manage the process.

You should have a team of experts and advisors with a good understanding of financial and corporate modelling. You need to make sure that your integration process is handled properly, because it will affect the company’s long-term viability if not done correctly.

The goal of this team should be to maintain synergy between the two businesses while allowing each firm to retain its unique corporate culture and identity.

The goal of this team should be to maintain synergy between the two businesses while allowing each firm to retain its unique corporate culture and identity. Maintaining synergy is crucial for success because it gives you an opportunity to leverage the strengths of both companies as well as share resources, which could include talent, equipment and technology.

As you integrate your companies into one, keep in mind that some staff members might not make the transition easily or willingly. This is especially true if they have been working at one company for many years—they may have grown comfortable with their role in that company’s structure, so any change will feel like an unwelcome disruption for them. It’s important to consider how leadership can help ease their transition by providing training or offering more opportunities within another department (if possible).