并购整合咨询框架|Powerpoint模板

并购整合咨询框架

Merger Integration
Intellectual Capital Collection

Generic Proposal
Table of contents
Executive Summary
Our Understanding of Your Situation
A.T. Kearney’s Perspective on Merger Integration
Proposed Overall Approach
Realizing Integration Synergies
Integration Management
A.T. Kearney Qualifications
Executive SummaryThis section is tailored to the client situation and summarizes the approach proposed in the document
Our Understanding your SituationThis section is tailored to the client situation and summarizes the key drivers of the merger.  It should highlight relevant quantitative and qualitative analysis that demonstrate our insight into the client’s  particular challenges and drivers of success for the integration
A.T. Kearney’s Perspective on Merger Integration
The best value-builders combine organic growth with mergers and acquisitions
Mergers and acquisitions are key growth drivers
Few mergers actually create shareholder value
Business Integration issues require “usual” management decisions while four main factors add another level of considerable complexity…
… explaining why only few mergers and acquisitions succeed fully
Top performers across most industries can create significant shareholder value
Once the deal is closed, the principal problems relate almost entirely to failures in merger management, rather than to the underlying strategic rationale
To manage inherent risks, “critical success factors” can be distilled from successful large-scale mergers to guide value creation
In our experience, the most critical element in achieving targeted benefits is speed
Proposed Overall Approach
A.T. Kearney has a flexible merger integration framework with a comprehensive toolkit to support planning and implementation throughout the merger process to ensure value capture
A.T. Kearney’s Merger Integration Framework
This allows merging entities to rapidly capture available sources of value by focusing on operational synergies, as well as seamlessly merging the organizations
The program structure supports focused value capture teams working across all SBU/Geographic teams
By launching the integration effort prior to change of control, significant progress is made in identifying sources of value, while also developing the high-level organization models to capture that value
During the critical period prior to change of control, the engagement team assumes the role of a “clean team” to enable critical pre-merger integration
After change of control, the teams quickly finalize — not identify — synergy opportunities and gain consensus
The transition to full-scale rollout and implementation of initiatives is supported by a clear tracking process