Despite much attention and research, mergers and acquisitions generally fail to deliver their anticipated value. One of the main causes of failure is ineffective post-acquisition IS integration. Research into this problem, has largely over looked the challenges novice acquirers face when developing their post-acquisition IS integration capability. This paper addresses this research gap by analyzing a novice acquirer's preparation through a two-and-a-half-year case study informed by 81 in-depth interviews. Applying the resource-based theory of acquisitions, the study identifies five components consisting of 28 resources the novice acquirer developed and applied during the successful IS integration of an acquired company.