Global Business Conference                        Winter 2013           Introducing stakeholder based            framework...
Self Introduction                      Teimuraz Vashakmadze,                      Senior Lecturer, department of business ...
Relevance of the topic A new powerful trend – SRI From shareholder wealth maximization to stakeholder wealth  maximizati...
Corporate ability for growth                        Ability for                       Secure Growth                       ...
Global M&A market (in T – USD)5,004,50   4,34,00                                                         3,93,50          ...
Merger Management Pre-Merger                Post – Merger                Merger                           ManagementManage...
Ignoring the interests of the stakeholders in the M&Aleads to the fact that synergies will not be realized                ...
Introducing SUN CUBE                 Run RateTransmission                    Transparency    Rate                         ...
Evolution of business managementphilosophy                                   9
Introducing stakeholder relationship matrix                             Revenue synergies will      Ideal situation for  R...
Conclusion1.   In M&A deals ESG maximization can be reached only if     stakeholder engagement process is implemented in t...
Further research step1.     Survey of M&A professionals     • 2 questionnaires     • Closed questions2.     Based on surve...
THANK YOU FORYOUR ATTENTION    Q&A                 13
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Новая концепция анализа стейкхолдерского подхода в управлении эффектами синергии в сделках слияния и поглощения.Introducing Stakeholder Based Frameworks for

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Молодые профессоры ИБДА РАНХиГС Вашакмадзе Т.Т. и Мартиросян Э.Г. были удостоены звания «Коперники менеджмента ХХI века» на международной конференции Global Business Conference Winter 2013 (Франция).

6-го Февраля в городе Тинь (Франция), молодые профессоры ИБДА РАНХиГС - Вашакмадзе Т.Т. и Мартиросян Э.Г., выступили на международной конференции Global Business Conference Winter 2013.

На конференции, Теймураз и Эмиль, представили новую концепцию анализа стейкхолдерского подхода в управлении эффектами синергии в сделках слияния и поглощения.
Разработка исследования началась весной 2012 года, после чего его результаты были приняты организаторами конференции, а статья опубликована. Авторы же, были приглашены на защиту.

Основная идея, которую представили профессоры ИБДА, заключается
• в том, что для достижения синергетических эффектов в сделках слияния и поглощения необходимо управлять стейкхолдерами объединенной компании.
• Также были разработаны и представлены новые инструменты анализа и оценки (sun cube и матрица стейкхолдерского взаимодействия), позволяющие менеджменту компании прогнозировать и управлять потенциальной интеграцией и синергетическими эффектами.

Выступление авторов была отмечена организаторами как самый инновационный доклад, а Теймуразу и Эмилю присвоили звание «Коперники менеджмента ХХIвека».
Мы поздравляем авторов и ИБДА РАНХиГС с новыми достижениями на международном уровне.

Публикация на портале: http://papers.ssrn.com/sol3/papers.cfm?abstract_id=2211646

Published in: Economy & Finance
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Новая концепция анализа стейкхолдерского подхода в управлении эффектами синергии в сделках слияния и поглощения.Introducing Stakeholder Based Frameworks for

  1. 1. Global Business Conference Winter 2013 Introducing stakeholder based frameworks for post-merger integration success Tignes, France, 06 February 2013Vashakmadze TeimurazMartirosyan Emil 1
  2. 2. Self Introduction Teimuraz Vashakmadze, Senior Lecturer, department of business and managerial strategy Institute of Business Studies (IBS-Moscow) within the Russian Presidential Academy of National Economy and Public Administration (RANEPA) Vernadskogo 82, 119571, Moscow, Russia Phone: +79255856308 e-mail: teimuraz.vashakmadze@gmail.comEmil Martirosyan, PhD,Associate Professor, department of business and managerial strategyInstitute of Business Studies (IBS-Moscow) within the RussianPresidential Academy of National Economy and PublicAdministration (RANEPA)Vernadskogo 82, 119571, Moscow, RussiaPhone: +79859911165e-mail: marem81@mail.ru 2
  3. 3. Relevance of the topic A new powerful trend – SRI From shareholder wealth maximization to stakeholder wealth maximization ESG (environmental, social and governance) is the only non- financial indicator that shows quality of stakeholder relationship Company Value = f (RI, ESG)1. Relationships with stakeholders have a direct impact on the value of the company2. Any strategic investment decisions should be made not only on the basis of a positive financial impact, but it is crucial to consider the interests of all stakeholders. 3
  4. 4. Corporate ability for growth Ability for Secure Growth Strategic solution for growth Ability for Ability for Organic Growth Growth via M&A 4
  5. 5. Global M&A market (in T – USD)5,004,50 4,34,00 3,93,50 3,2 3,03,00 2,72,50 2,32,001,501,000,500,00 2007 2008 2009 2010 2011 2012 exp Global GDP 2012 (exp) = 72 T USD Dealogic database M&A contribution 5,4% 5
  6. 6. Merger Management Pre-Merger Post – Merger Merger ManagementManagement Management (PMM) Search & Deal Integration Valuation 6
  7. 7. Ignoring the interests of the stakeholders in the M&Aleads to the fact that synergies will not be realized • Cross selling Revenue • Access to new regional markets • Reduced competition synergies • Head count reduction Cost • Eliminate surplus offices • Reduced production overhead synergies • Increased purchasing power No SY – Soft SY – SY – Over SY 7
  8. 8. Introducing SUN CUBE Run RateTransmission Transparency Rate Rate Multiplication Rate 8
  9. 9. Evolution of business managementphilosophy 9
  10. 10. Introducing stakeholder relationship matrix Revenue synergies will Ideal situation for Relationship of external be neutralized with cost realizing revenue and stakeholders to the deal Positive anti-synergies cost synergies Speed of integration: Speed of integration: low high Total integration failure Revenue synergies will Negative not be realized Integration shall be postponed Speed of integration: medium Negative Positive Relationship of internal stakeholders to the deal 10
  11. 11. Conclusion1. In M&A deals ESG maximization can be reached only if stakeholder engagement process is implemented in the PMI management.2. Stakeholders are key players in the M&A process, ignoring the interests of the stakeholders in the M&A leads to the fact that synergies will not be realized.3. Introduced frameworks can be useful in M&A process for conducting stakeholder analysis. They can be used for both pre-deal and post-deal analysis. 11
  12. 12. Further research step1. Survey of M&A professionals • 2 questionnaires • Closed questions2. Based on survey results finalization of frameworks3. Preparation of methodological recommendations for the engagement of stakeholders during PMI process using standard AA1000SES 12
  13. 13. THANK YOU FORYOUR ATTENTION Q&A 13

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