How strong was the strategic logic behind the merger of Reading University and Henley Management College? What evidence exists now to support or question the justification for it?

Question

What will be an ideal response?

Answer 1

At first sight this seems a legitimate and effective merger, based on complementary, non-overlapping
clienteles, missions and resources. Reading gained valuable real estate and the Henley brand as well
as access to the MBA and post-experience management education market; Henley acquired the
status of associated with being part of a well-regarded university and enhanced financial security.
Inspection of the post-merger structure of the business and management shows that it has become
more streamlined, though as previously teaching takes place at separate campuses. Whilst there has
been some resource synergy, the synergy of capabilities, such as the development and application of
teaching and research skills is less obvious from an external viewpoint, admittedly as one would
expect. With about 80 academic staff, the combined school has thus far achieved a scale comparable
with many other UK schools, certainly not distinguished by a substantial increase in size of external
influence. Whether Henley has benefited more from merger with Reading than it would have done
with Brunel University Business School (these institutions once had quite a close alliance) is a
question to speculate over.