need help in rewriting this in my own words please

Smiths' lost some of its clients due to the acquisition of BBA. The clients felt threatened, so they decided to take their business elsewhere. In the first quarter, Smiths did get a boost in their revenue. But that quickly came down by the second quarter. Smiths' purchasing BBA for $160 million, plus the turnover, left Smiths financially low. This caused cost-cutting measures to be implemented, layoffs, and the personnel of BBA was the first to be let go. Smiths fell behind in their products since they were concentrating on BBA. This gave its competitors a head start in

the research and development area of the automobile industry.

Some of these key issues could have been prevented. Smiths' wanted to implement their rules and ideas in a company that concentrated on customizing luxury items. They catered to a

specific type of clientele, people who would pay top dollar for what they wanted. Smiths'

strategy of the one-size-fits-all was never going to work for BBA. The company had established

itself as a luxury company and they were very successful in what it did. Smiths should have

listened to suggestions from BBA employees and should have let them continue to create items

for their specific clienteles.

The challenge that was faced by the organization is that Smiths wanted to change BBA's ways of doing things right away. As soon as they saw a loss, they laid off BBA employees. What they should have done was provide them with the tools necessary to see what their research and

development could have come up with as a solution to their struggles. Instead, Smiths focused

on saving money and wanting BBA to produce revenue for Smiths. They could not possibly do

this since Smiths was changing the way they were doing business. To take the focus away from

custom luxury and just create items for mass production for everyone in general.