Strategy Implementation and Acquisition Integration - 2012 Corporate Strategy and Corporate Development Priorities Survey Results
 

Strategy Implementation and Acquisition Integration - 2012 Corporate Strategy and Corporate Development Priorities Survey Results

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Results from the 2012 Corporate Strategy and Corporate Development Priorities Survey.

Results from the 2012 Corporate Strategy and Corporate Development Priorities Survey.

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Strategy Implementation and Acquisition Integration - 2012 Corporate Strategy and Corporate Development Priorities Survey Results Strategy Implementation and Acquisition Integration - 2012 Corporate Strategy and Corporate Development Priorities Survey Results Presentation Transcript

  • growth team m e m b e r s h i p™ 1 global Strategy Implementation and Acquisition Integration 2012 corporate strategy and corporate development priorities survey results Tweet About the Surveys #2012priorities Co-SponsorThe contents of these pages are copyright © 2012 Frost & Sullivan. All rights reserved.
  • growth team m e m b e r s h i p™ 2012 survey results 2 Contents Executive Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3–4 intro Survey Purpose and Respondents . . . . . . . . . . . . . . . . . . . . . . . . . . . . .5 What is the Growth Team Membership™ . . . . . . . . . . . . . . . . . . . . . . . . .6 Corporate Strategy and Corporate Development Overarching Challenges . . . . . . . .7 Section 1 Key Corporate Strategy Challenges . . . . . . . . . . . . . . . . . . . . . . . . . . . .8 Section 2 Corporate Strategy Resource Trends . . . . . . . . . . . . . . . . . . . . . . . . . . 12 Section 3 Special Interest Topic: Strategy Implementation . . . . . . . . . . . . . . . . . . . . . 17 Section 4 Key Corporate Development Challenges . . . . . . . . . . . . . . . . . . . . . . . . 22 Section 5 Corporate Development Resource Trends . . . . . . . . . . . . . . . . . . . . . . . 25 Section 6 Special Interest Topic: M&A Integration . . . . . . . . . . . . . . . . . . . . . . . . . 30 Section 7 Respondent Demographics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 35The contents of these pages are copyright © 2012 Frost & Sullivan. All rights reserved.
  • growth team m e m b e r s h i p™ 2012 survey results Introduction 3 Corporate Strategy Executive Summary Section 1: Key Corporate Strategy Challenges Key Internal Challenge Key Internal Challenge Root Cause Developing effective strategy implementation plans Limited staff and insufficient skills Section 2: Corporate Strategy Resource Trends Budgets Resources Strategists typically have annual budgets under $1 million (USD) Budgets and staffing levels will remain constant in 2012 Section 3: Strategy Implementation Composition of Frequency of Strategy Reviews Ability to Execute the Plan Implementation Teams The majority of companies have dedicated Strategy implementation teams meet Strategists indicate that their teams are implementation teams quarterly to review and revise strategy “Average” in their ability to implement execution plans strategic initiativesThe contents of these pages are copyright © 2012 Frost & Sullivan. All rights reserved. Growth Team Membership™ research.
  • growth team m e m b e r s h i p™ 2012 survey results Introduction 4 Corporate Development Executive Summary Section 4: Key Corporate Development Challenges Key Internal Challenge Key Internal Challenge Root Cause Aligning acquisition strategy with corporate strategy Lack of alignment on common objectives Section 5: Corporate Development Resource Trends Budgets Resources Corporate Development departments typically have an annual Budgets and staffing levels will remain constant in 2012 budget under $1 million (USD) Section 6: M&A Integration Forms of Integration Timing of Integration Planning Purpose of M&A Activity Communications Integration teams begin planning during Due “Company e-mails” is the most popular Gaining new capabilities is the primary Diligence form of communication during integration reason companies will conduct M&A activities in 2012The contents of these pages are copyright © 2012 Frost & Sullivan. All rights reserved. Growth Team Membership™ research.
  • growth team m e m b e r s h i p™ 2012 survey results Introduction 5 Survey Purpose and Respondents 116 survey respondents Research Objective Methodology Survey Population Co-Sponsor To understand the most pressing Web-based survey platform Manager level and above internal challenges shaping corporate strategy and corporate corporate strategy and corporate development executives from development executives’ companies globally. 2012 planning.The contents of these pages are copyright © 2012 Frost & Sullivan. All rights reserved. Growth Team Membership™ research.
  • growth team m e m b e r s h i p™ 2012 survey results Introduction 6 What is the Growth Team Membership™? GTM is a subscription program that supports executives GTM provides best practices, events, and services that enable within the functions that report to the CEO executives to address challenges within their companies CEO’s Growth Team™ GTM: Creating Client Value R&D/ GTM’s case-based best practices help executives: Innovation Corporate Corporate Sales Strategy Leadership p Strategy Speed the design and implementation of initiatives by not reinventing the wheel Corporate Marketing CEO Corporate o Development Development Save money and reduce risk by avoiding mistakes made by other companies Investors/ Market Finance Research Accelerate problem-solving with a cross‑industry Competitiive perspective Intelligence Improve their functions’ and companies’ performance and productivity GTMresearch@frost.com www.gtm.frost.com twitter.com/Frost_GTM slideshare.net/FrostandSullivanThe contents of these pages are copyright © 2012 Frost & Sullivan. All rights reserved. Growth Team Membership™ research.
  • growth team m e m b e r s h i p™ 2012 survey results Introduction 7 What’s Keeping Corporate Strategy and Corporate Development Executives Up at Night in 2012? Corporate Strategy Overarching Challenges Best Practice Solutions from GTM Strategy Implementation Learn how Sundt created an integrated strategic planning process Strategists are struggling with developing, to break down silos, establish a shared corporate vision, and implementing, and monitoring the annual corporate coordinate both strategic and tactical planning for effective strategy. implementation. Planning for the Future Strategists are incorporating a long range view—to Learn how Knorr Bremse developed a systemic, Macro-to-Micro identify game changing opportunities and risks—by process to identify and integrate Mega Trends within its strategic including future trends in their strategic planning planning process. process. Corporate Development Overarching Challenges M&A: Supporting Integration Corporate development executives are relying on ad Learn how Weir established a network of part-time, region-specific hoc integration teams, which result in inconsistent integration teams to increase capacity and harness local knowledge processes for integration, high turn over rates, and for effective acquisition integration. ultimately integration failure. Contact us at GTMResearch@frost.com.The contents of these pages are copyright © 2012 Frost & Sullivan. All rights reserved. Growth Team Membership™ research.
  • growth team m e m b e r s h i p™ 2012 survey results 8 INTRO SECTION 1 Key Corporate Strategy Challenges SECTION 2 SECTION 3 SECTION 4 SECTION 5 SECTION 6 SECTION 7The contents of these pages are copyright © 2012 Frost & Sullivan. All rights reserved. Growth Team Membership™ research.
  • growth team m e m b e r s h i p™ 2012 survey results Section 1 9 Top Five Key Corporate Strategy Challenges Challenge 1 Developing effective strategy implementation plans (26%)* Creating strategic plans that support corporate financial Challenge 2 objectives (22%) Challenge 3 Embedding insights from future trends into strategic planning (14%) Challenge 4 Tracking strategic initiatives’ progress and impact (19%) Challenge 5 Factoring the role of company culture in strategy development (15%) * The respondents were asked to rank their top five challenges. The percentage values indicate how many respondents indicated that particular challenge was their first through fifth challenge. Survey Question: Please indicate the top five functional challenges shaping your corporate strategy plans in 2012.The contents of these pages are copyright © 2012 Frost & Sullivan. All rights reserved. Growth Team Membership™ research.
  • growth team m e m b e r s h i p™ 2012 survey results Section 1 10 Corporate Strategy’s top challenges are largely the same across business models, but vary in their prioritization Top Five Corporate Strategy Challenges (By Business Model) B-to-B B-to-C Developing effective strategy Developing effective strategy Challenge 1 implementation plans (24%)* implementation plans (26%) Creating strategic plans that support Creating strategic plans that support Challenge 2 corporate financial objectives (23%) corporate financial objectives (19%) Embedding insights from future trends Aligning division-level strategies with Challenge 3 into strategic planning (15%) corporate strategy (13%) Tracking strategic initiatives’ progress Engaging stakeholders to overcome Challenge 4 and impact (26%) barriers to new strategy adoption (23%) Factoring the role of company culture in Challenge 5 Creating a sustainability strategy (12%) strategy development (20%) * The respondents were asked to rank their top five challenges. The percentage values indicate how many respondents indicated that particular challenge was their first through fifth challenge.The contents of these pages are copyright © 2012 Frost & Sullivan. All rights reserved. Growth Team Membership™ research.
  • growth team m e m b e r s h i p™ 2012 survey results Section 1 11 The root cause of corporate strategy’s challenges run the gamut of people, process, and tools Top Five Corporate Strategy Challenges Root Cause of Top Five Corporate Strategy Challenges Developing effective strategy Staff: Limited resources and Challenge 1 implementation plans inadequate skills (24%) Creating strategic plans that support Challenge 2 Process: Ineffective process (36%) corporate financial objectives Embedding insights from future trends Challenge 3 Process: Ineffective process (22%) into strategic planning Tracking strategic initiatives’ progress Technology/Systems: Inadequate/outdated Challenge 4 and impact technology (33%) Factoring the role of company culture in Strategic Alignment: Lack of common Challenge 5 strategy development objectives (33%) Survey Question: Please indicate if the root cause of your top five functional challenges are—staff, process, technology/systems, or strategic alignment.The contents of these pages are copyright © 2012 Frost & Sullivan. All rights reserved. Growth Team Membership™ research.
  • growth team m e m b e r s h i p™ 2012 survey results 12 intro Section 1 Section 2 Corporate Strategy Resource Trends Section 3 Section 4 Section 5 Section 6 Section 7The contents of these pages are copyright © 2012 Frost & Sullivan. All rights reserved. Growth Team Membership™ research.
  • growth team m e m b e r s h i p™ 2012 survey results Section 2 13 Regardless of business model, the majority of strategists have budgets below $1 million 2012 Corporate Strategy Budgets (By Business Model) 60% 59% 60% F 59% 50% 40% 30% 19% The red percentages are 21% for all respondents. 20% 19% F 6% 10% 10% 6% 10% 7% 5% 5% F F 5% 3% 3% F 3% F 0% 0% Below $1 Million $1 Million to $3 Million to $5 Million to $10 Million to $20 Million $2.99 Million $4.99 Million $9.99 Million $19.99 Million or more All Companies B-to-B Companies B-to-C Companies Survey Question: Which of the following ranges (in $USD) best describes your 2012 total Corporate Strategy budget (all expenditures on corporate strategy activities and general & administrative—including staff):The contents of these pages are copyright © 2012 Frost & Sullivan. All rights reserved. Growth Team Membership™ research.
  • growth team m e m b e r s h i p™ 2012 survey results Section 2 14 Strategists foresee little to no change in 2012 staffing levels 2012 Corporate Strategy Staffing (By Business Model) All Companies B-to-B Companies Decrease Substantially 4% 1% Increase Substantially Decrease Substantially Decrease Moderately 5% Decrease Moderately Increase Moderately Increase Moderately 15% 10% 22% 24% 58% 61% Stay the Same Stay the Same B-to-C Companies Decrease Substantially 3% 3% Increase Substantially Decrease Moderately Increase Moderately 20% 30% 44% Stay the Same Survey Question: In comparison to 2011, your 2012 corporate strategy staffing will:The contents of these pages are copyright © 2012 Frost & Sullivan. All rights reserved. Growth Team Membership™ research.
  • growth team m e m b e r s h i p™ 2012 survey results Section 2 15 Strategists in B-to-C companies are more optimistic about their budgets for 2012 2012 Corporate Strategy Budget Changes (By Business Model) All Companies B-to-B Companies Decrease Substantially 4% 4% Increase Substantially Decrease Substantially Increase Substantially 5% 5% Decrease Moderately Increase Moderately Decrease Moderately Increase Moderately 21% 26% 21% 21% 45% 48% Stay the Same Stay the Same B-to-C Companies Decrease Substantially 3% 3% Increase Substantially Decrease Moderately 20% Increase Moderately 30% 44% Stay the Same Survey Question: In comparison to 2011, your 2012 corporate strategy budget will:The contents of these pages are copyright © 2012 Frost & Sullivan. All rights reserved. Growth Team Membership™ research.
  • growth team m e m b e r s h i p™ 2012 survey results Section 2 16 Strategists in B-to-C companies are more likely to rate their function’s effectiveness as “Above Average” Corporate Strategy Effectiveness (By Business Model) All Companies B-to-B Companies Exceptional Exceptional Below Average Below Average 11% 12% 8% 14% Above Average 32% Above Average 37% 40% Average 46% Average B-to-C Companies Below Average Exceptional 14% 10% 35% Average 41% Above Average Survey Question: How would you rate the performance or effectiveness of your function compared to others within your industry?The contents of these pages are copyright © 2012 Frost & Sullivan. All rights reserved. Growth Team Membership™ research.
  • growth team m e m b e r s h i p™ 2012 survey results 17 intro Section 1 Section 2 Section 3 Special Interest Topic: Strategy Implementation Section 4 Section 5 Section 6 Section 7The contents of these pages are copyright © 2012 Frost & Sullivan. All rights reserved. Growth Team Membership™ research.
  • growth team m e m b e r s h i p™ 2012 survey results Section 3 18 Strategists in B-to-C companies are more likely to have a dedicated implementation team but feel there is a lack of clarity in strategy development roles between the various participants Dedicated Strategy Implementation Team (By Business Model) All Companies B-to-B Companies B-to-C Companies Yes 45% Yes 47% 48% 52% 55% 53% Yes Survey Question: Do you have a dedicated team for managing and monitoring your corporate strategy’s implementation? Clarity of Roles between Strategic Planning Participants (By Business Model) All Companies B-to-B Companies B-to-C Companies Exceptional Below Average Exceptional Below Average Exceptional 11% Below Average 13% 16% 13% 13% 23% Above Average 24%Above Average 28% Above Average 29% 47% Average 43% 40% Average Average Survey Question: For strategic planning, how would you rate the clarity of roles and responsibilities between your company’s CEO, senior management, line management, and corporate strategy group? The contents of these pages are copyright © 2012 Frost & Sullivan. All rights reserved. Growth Team Membership™ research.
  • growth team m e m b e r s h i p™ 2012 survey results Section 3 19 Respondents indicate that their company’s ability to execute its annual corporate strategy is only “Average” Ability to Execute the Annual Corporate Strategy (By Business Model) All Companies B-to-B Companies Exceptional Exceptional Below Average Below Average 6% 8% 19% 16% Above Average Above Average 24% 30% 45% 52% Average Average B-to-C Companies Exceptional 3% Below Average 23% Above Average 37% 37% Average Survey Question: How would you rate your company’s ability to execute the annual corporate strategy?The contents of these pages are copyright © 2012 Frost & Sullivan. All rights reserved. Growth Team Membership™ research.
  • growth team m e m b e r s h i p™ 2012 survey results Section 3 20 Strategists in B-to-C companies meet to review strategy implementation more often than their peers in other companies Frequency of Strategy Reviews and Involvement of Senior Management (By Business Model) All Companies B-to-B Companies B-to-C Companies Conduct reviews Conduct reviews Conduct reviews Frequency Conduct reviews with senior Conduct reviews with senior Conduct reviews with senior management management management Weekly 3% 0% 5% 0% 0% 0% Monthly 29% 22% 24% 23% 38% 20% Quarterly 32% 38% 42% 45% 17% 30% Twice a Year 15% 15% 13% 16% 17% 14% Annually 15% 15% 13% 8% 17% 23% Survey Question: How often does your strategy team convene to review and revise the strategy execution plan; and how often do they meet with senior management to review and revise the strategy?The contents of these pages are copyright © 2012 Frost & Sullivan. All rights reserved. Growth Team Membership™ research.
  • growth team m e m b e r s h i p™ 2012 survey results Section 3 21 The majority of companies ensure that all divisions (profit and service centers) create annual plans to support the corporate strategy Profit Centers Create a Strategy to Service Centers Create a Strategy to Service Centers Create a Strategy to Support the Corporate Strategy Support the Corporate Strategy Support the Profit Centers’ Strategies 14% 34% All 43% 57% YesCompanies 66% Yes 86% Yes B-to-BCompanies 58% Yes 74% 92% Yes Yes 20% B-to-C 41% 43% 57% YesCompanies 59% Yes 80% Yes Survey Question: Do the divisions (profit Survey Question: Do the support functions Survey Question: Do the support functions centers) within your company have their (e.g., Human Resources) create annual plans to (e.g., Human Resources) create annual plans own annual plans that support the corporate support the corporate strategy? to support the divisions’ (i.e., profit centers’) strategy? annual plans? The contents of these pages are copyright © 2012 Frost & Sullivan. All rights reserved. Growth Team Membership™ research.
  • growth team m e m b e r s h i p™ 2012 survey results 22 intro Section 1 Section 2 Section 3 Section 4 Key Corporate Development Challenges Section 5 Section 6 Section 7The contents of these pages are copyright © 2012 Frost & Sullivan. All rights reserved. Growth Team Membership™ research.
  • growth team m e m b e r s h i p™ 2012 survey results Section 4 23 Top Five Key Corporate Development Challenges Challenge 1 Aligning acquisition strategy with corporate strategy (21%)* Challenge 2 Identifying promising acquisition targets ahead of competitors (17%) Creating a methodology to identify and assess the “right” strategic Challenge 3 partners (19%) Assessing and balancing risk across a portfolio of acquisition Challenge 4 opportunities (18%) Creating a process to assess the strategic fit of existing businesses Challenge 5 within the corporate portfolio (12%) * The respondents were asked to rank their top five challenges. The percentage values indicate how many respondents indicated that particular challenge was their first through fifth challenge. Survey Question: Please indicate the top five functional challenges shaping your Corporate Development strategy in 2012.The contents of these pages are copyright © 2012 Frost & Sullivan. All rights reserved. Growth Team Membership™ research.
  • growth team m e m b e r s h i p™ 2012 survey results Section 4 24 Staffing limitations are the predominant root cause of corporate development’s challenges Top Five Corporate Development Challenges Root Cause of Top Five Corporate Development Challenges Aligning acquisition strategy with Strategic Alignment: Lack of common Challenge 1 corporate strategy objectives (43%) Identifying promising acquisition targets Challenge 2 Staff: Limited resources (50%) ahead of competitors Creating a methodology to identify and Challenge 3 Staff: Limited resources (40%) assess the “right” strategic partners Assessing and balancing risk across a Challenge 4 Staff: Lack of knowledge (25%) portfolio of acquisition opportunities Creating a process to assess the Challenge 5 strategic fit of existing businesses within Process: Lack of process (50%) the corporate portfolio Survey Question: Please indicate if the root cause of your top five functional challenges are—staff, process, technology/systems, or strategic alignment.The contents of these pages are copyright © 2012 Frost & Sullivan. All rights reserved. Growth Team Membership™ research.
  • growth team m e m b e r s h i p™ 2012 survey results 25 intro Section 1 Section 2 Section 3 Section 4 Section 5 Corporate Development Resource Trends Section 6 Section 7The contents of these pages are copyright © 2012 Frost & Sullivan. All rights reserved. Growth Team Membership™ research.
  • growth team m e m b e r s h i p™ 2012 survey results Section 5 26 B-to-B companies tend to have larger corporate development budgets than their peers in other companies 2012 Corporate Development Budgets (By Business Model) 60% 55% 50% 50% 45% F 40% 32% F 30% 25% 20% The red percentages are 20% for all respondents. 13% 10% 10% 10% 10% F F 10% 6% 6% 5% 0% F 0% 0% 0% 3% F Below $1 Million $1 Million to $3 Million to $5 Million to $10 Million to $20 Million $2.99 Million $4.99 Million $9.99 Million $19.99 Million or more All Companies B-to-B Companies B-to-C Companies Survey Question: Which of the following ranges (in $ USD) best describes your 2012 total Corporate Development budget (all expenditures on corporate development activities and general & administrative—including staff):The contents of these pages are copyright © 2012 Frost & Sullivan. All rights reserved. Growth Team Membership™ research.
  • growth team m e m b e r s h i p™ 2012 survey results Section 5 27 Regardless of business model, respondents foresee no change in staffing for 2012 2012 Corporate Development Staffing (By Business Model) All Companies B-to-B Companies Decrease Substantially 3% Increase Substantially Decrease Substantially Increase Substantially Decrease Moderately 5% 5% Decrease Moderately 10% 5% Increase Moderately Increase Moderately 5% 13% 21% 66% 67% Stay the Same Stay the Same B-to-C Companies Decrease Moderately 6% Increase Moderately 31% 63% Stay the Same Survey Question: In comparison to 2011, your 2012 corporate development budget and staffing will:The contents of these pages are copyright © 2012 Frost & Sullivan. All rights reserved. Growth Team Membership™ research.
  • growth team m e m b e r s h i p™ 2012 survey results Section 5 28 The majority of corporate development executives indicate there will be no change in budgets from 2011 2012 Corporate Development Budget Changes (By Business Model) All Companies B-to-B Companies Decrease Substantially 3% Increase Substantially Increase Substantially Decrease Substantially Decrease Moderately 5% 5% 5% 10% Decrease Moderately Increase Moderately Increase Moderately 10% 33% 20% 54% 55% Stay the Same Stay the Same B-to-C Companies 44% Increase Moderately Stay the Same 56% Survey Question: In comparison to 2011, your 2012 Corporate Development budget will:The contents of these pages are copyright © 2012 Frost & Sullivan. All rights reserved. Growth Team Membership™ research.
  • growth team m e m b e r s h i p™ 2012 survey results Section 5 29 Respondents in B-to-B companies rate the effectiveness of their function more highly than their peers Corporate Development Effectiveness (By Business Model) All Companies B-to-B Companies Exceptional Exceptional Below Average Below Average 5% 11% 13% 14% Above Average Above Average 43% 29% 38% 47% Average Average B-to-C Companies Below Average Exceptional 12% 19% Above Average 29% 56% Average Survey Question: How would you rate the performance or effectiveness of your function compared to others within your industry?The contents of these pages are copyright © 2012 Frost & Sullivan. All rights reserved. Growth Team Membership™ research.
  • growth team m e m b e r s h i p™ 2012 survey results 30 intro Section 1 Section 2 Section 3 Section 4 Section 5 Section 6 Special Interest Topic: M&A Integration Section 7The contents of these pages are copyright © 2012 Frost & Sullivan. All rights reserved. Growth Team Membership™ research.
  • growth team m e m b e r s h i p™ 2012 survey results Section 6 31 The majority of B-to-C companies tend to rely on ad hoc integration teams pulled together from other departments Integration Team Composition (By Business Model) 100% 6% 10% 33% 48% 67% 50% 19% 16% 19% 13% 11% 7% 11% 14% 13% 8% 5% 0% All Companies B-to-B Companies B-to-C Companies Full-Time Team Supported by Part-Time Team Supported Full-Time Team Part-Time Team Ad Hoc Team Other Supplemental Staff by Supplemental Staff Survey Question: Which of the following best represents your company’s post-merger/acquisition integration staff composition?The contents of these pages are copyright © 2012 Frost & Sullivan. All rights reserved. Growth Team Membership™ research.
  • growth team m e m b e r s h i p™ 2012 survey results Section 6 32 Companies tend to have integration teams begin planning during the due diligence phase of M&A M&A Stage Integration Team Begins Planning (By Business Model) Opportunity Target Due Deal Deal Deal Day Analysis Identification Diligence Negotiation Finalization Announcement One All Companies 17% 0% 52% 14% 11% 0% 6%B2B Companies 21% 0% 52% 16% 10% 0% 0%B2C Companies 13% 0% 50% 12% 13% 0% 12% Survey Question: At what stage in the M&A process does your integration team begin integration planning? Integration Team Conducts Operational Due Diligence (By Business Model) All Companies B-to-B Companies B-to-C Companies 32% 37% 46% 54% Yes 63% Yes 68% Yes Survey Question: Does your company’s post-merger/acquisition integration team manage the operational due diligence?The contents of these pages are copyright © 2012 Frost & Sullivan. All rights reserved. Growth Team Membership™ research.
  • growth team m e m b e r s h i p™ 2012 survey results Section 6 33 Companies employ a wide mix of internal communication mechanisms during integration M&A Integration Communication Mechanisms (By Business Model) All Companies B-to-B Companies B-to-C Companies Employee e-mails (92%) Employee e-mails (89%) Employee e-mails (94%) Deal-specific talking points for staff (75%) Company newsletter (84%) Deal-specific talking points for staff (63%) Company newsletter (67%) Town hall presentations (79%) FAQs for stakeholders (44%) Town hall presentations (38%) Town hall presentations (66%) Deal-specific talking points for staff (73%) Company newsletter (38%) FAQ for stakeholders (59%) FAQ for stakeholders (63%) Integration portal (31%) Survey Question: Which of the following does your company use in its internal communications during integration (check all that apply)?The contents of these pages are copyright © 2012 Frost & Sullivan. All rights reserved. Growth Team Membership™ research.
  • growth team m e m b e r s h i p™ 2012 survey results Section 6 34 Companies are predominantly using M&A to gain customers or capabilities Top Four Goals of M&A Activity in 2012 (By Business Model) All Companies B-to-B Companies B-to-C Companies (72%) (68%) (69%) (72%) (63%) (63%) (63%) (63%) (52%) (52%) (50%) (53%) (50%) (42%) (44%) Survey Question: Which of the following best represents the purpose(s) for your M&A activities in 2012 (check all that apply)?The contents of these pages are copyright © 2012 Frost & Sullivan. All rights reserved. Growth Team Membership™ research.
  • growth team m e m b e r s h i p™ 2012 survey results 35 intro Section 1 Section 2 Section 3 Section 4 Section 5 Section 6 Section 7 Respondent DemographicsThe contents of these pages are copyright © 2012 Frost & Sullivan. All rights reserved. Growth Team Membership™ research.
  • growth team m e m b e r s h i p™ 2012 survey results Section 7 36 Respondent Demographics Enterprise Type Business Model Not for Profit Venture Capital Most respondents B-to-C (Indirect) The majority of the 1% come from public Company respondents come from Hybrid (i.e., a mix of public 7% and private components) companies. B-to-B companies. 7% 21% 47% Public 58% 21% B-to-B 38% Company B-to-C (Direct) Private Company N = 110 N = 108 Company Revenue 30% 29% 30% 17% 13% 11% 0% N = 109 Below $100 Million to $500 Million to $1 Billion to More than $100 Million $499.99 Million $999.99 Million $11 Billion $11 Billion Survey Question: Please indicate the type of enterprise, business model, and revenue that best represents your company.The contents of these pages are copyright © 2012 Frost & Sullivan. All rights reserved. Growth Team Membership™ research.
  • growth team m e m b e r s h i p™ 2012 survey results Section 7 37 Respondent Demographics: Region and Top Six Participating Industries Region Industries Middle East 3% Europe Professional Services 13% 17% Energy and Power Systems 13% Asia Pacific 6% Aerospace and Defence 14% 74% Americas Healthcare and Life Sciences 15% N = 99 Automotive and Transportation 17% Information and Communication 20% Technologies 0% 10% 20% N = 115 Survey Question: Please indicate which region you are located in and which industry categories best describe your company (check all that apply.)The contents of these pages are copyright © 2012 Frost & Sullivan. All rights reserved. Growth Team Membership™ research.