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1、March2002MergerIntegrationIntellectualCapitalCollectionGenericProposalTableofcontentsExecutiveSummaryOurUnderstandingofYourSituationA.T.Kearney’sPerspectiveonMergerIntegrationProposedOverallApproachRealizingIntegrationSynergiesIntegrationManagementA.T.KearneyQualificationsEx
2、ecutiveSummaryThissectionistailoredtotheclientsituationandsummarizestheapproachproposedinthedocumentOurUnderstandingyourSituationThissectionistailoredtotheclientsituationandsummarizesthekeydriversofthemerger.Itshouldhighlightrelevantquantitativeandqualitativeanalysisthatdemo
3、nstrateourinsightintotheclient’sparticularchallengesanddriversofsuccessfortheintegrationA.T.Kearney’sPerspectiveonMergerIntegrationThebestvalue-builderscombineorganicgrowthwithmergersandacquisitionsSource:A.T.KearneyMonographonValue-BuildingGrowth2001RevenueGrowthValueGrowth
4、UnderperformersProfitSeekersSimpleGrowersValueGrowersGrowthMatrix(CAGR1988-2000)ValueGrowersFollowConscious,ConstantProcessToGrowthMergersandacquisitionsarekeygrowthdriversWhatreallymattersin“acquisitionforgrowth”strategiesisexecutionSource:A.T.KearneyMonographonValue-Buildi
5、ngGrowth2001SourcesofGrowth40%ofGrowthIsFromAcquisitionsValueGrowersManageBothWellFewmergersactuallycreateshareholdervalueSource:A.T.KearneyAnalysis2001,SDCdatabase,GlobalWorldscopeAcquirer'sValueGrowthFollowingaMergerTopperformingmergerscreatesignificantshareholdervalueValu
6、egrowth3%8%12%27%21%16%3%Underperformancecompared toindustryaverageOverperformancecompared toindustryaverage-100%-60%-30%30%60%150%-15%15%0%Average:2.8%49.5%50.5%?Top-PerformingMergers10%BusinessIntegrationissuesrequire“usual”managementdecisionswhilefourmainfactorsaddanother
7、levelofconsiderablecomplexity…ScopeHighnumberofdecisionstobemadeinalloperationalandfunctionalareasDozensofprojects/initiativesandriskstobemanagedTimepressureAllstakeholdersexpectrapidexecution(shareholders,employees,management,regulationcommittees,government,…)Decisionsneedt
8、obemadewithoutdelaySimultaneityCo-existenceofstrategic,tacticandoperational
