Merger, Acquisitions and Alliances
Approach, Frameworks and Tools
4
Over the next three years, 80%-90% of mid to large size firms will
be actively involved in some phase of Mergers, Acquis...
7
It is critical to understand the underlying business driver(s) in an
M/A/A effort to identify and achieve the expected o...
10
Beyond cost savings, IT is the critical component to ensure the
sharing of information and synergy opportunities are ca...
13
AAIM is a proprietary methodology to drive merger initiatives to results
— AAIM™, Acquisition Assessment and Integratio...
16
Phase two entails identifying candidates, assessing “fit”, and
screening viable targets
Objectives
Broad Search - ident...
19
Critical to developing the operating model is determining the degree of
post-merger integration
1 2 3 4 5 6 7 8 9
Separ...
22
Phase four entails translating the shared vision into an operating plan
— Articulate the Model —
Objectives
Enterprise ...
25
Phase five entails executing the implementation plan, developing a
collaborative culture, and establishing the governan...
28
Objectives
Establish Integration Program Office
• Select transition team/task forces
•Assign responsibilities
Scope and...
31
Program management is responsible for identifying key communication
themes and plans for internal and external audience...
34
— AAIM™ Tools and Frameworks —
Integrate OperationsArticulate the Model
Negotiate the
Relationship
Contemplate
Alternat...
37
Financial Baseline
• Market Value
• Book Value
• Revenues (Historical)
• Growth Rate (Historical)
• Profit Margin
• Net...
40
Strategic Fit: How well aligned are the
partners’ growth objectives
— Assess “Fit” —
Mission
Objectives
Capabilities
A ...
43
Through due diligence, critical financial liabilities and contractual
commitments are uncovered
Key components of due d...
46
A variety of valuation models should be used to assess the value-
creation potential and acquisition price
Stand
Alone
...
49
A clearly defined communication plan must be prepared for both
internal and external parties
Stakeholder /
Groups
Board...
52
A preliminary operating plan should be prepared before proceeding
with the negotiation of the acquisition
— Prepare Pre...
55
Level 3: Resource Integration --- HR Management of Employees
Secure
commitment
Assess against
enterprise targets
Identi...
58
Level 3: Resource Integration --- Enterprise Legacy Systems
Develop “wave 1”
implementation
program
Capex
plan
CAPEX
pl...
61
Overview
Acquisition, Alliances and Integration Model
AAIM Frameworks & Tools
XYZ Capabilities
SITE Approach, Framework...
64
The first step to articulating the new operating model is to address
several key questions
How should the IT organizati...
67
Characteristics:
Limited or no
communication between
companies
Limited or no central
influence
Limited or no sharing of...
70
Application Integration
Infrastructure Integration
Management Structures
Technical Skill Base
Align With New Business P...
73
Overview
Acquisition, Alliances and Integration Model
AAIM Frameworks & Tools
XYZ Capabilities
SITE Approach, Framework...
76
To drive results we work with our clients supporting an integrated
business transformation, throughout the M/A/A lifecy...
79
We have the flexibility to provide all the key skills, as required, to
develop and implement a successful acquisition s...
1
Flevy (www.flevy.com) is the marketplace
for premium documents. These
documents can range from Business
Frameworks to Fi...
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Mergers, Acquisitions & Alliances Approach

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This presentation introduces the approach, frameworks and tools used in managing M&A and alliance projects. Mergers - Pooling assets in equal proportions, where the contributing organization cease to exist as separate entities Acquisitions- Combining assets in majority/minority proportions; typically one organization?s identity is subsumed within the other?s Alliances- Sharing assets for specific purposes over a given period of time; each party?s core business model remains separate and intact
The contents include:
- Overview
- Acquisition, Alliance And Integration Model
- AAIM frameworks & tools
- SITE frameworks & tools
- XYZ capabilities

M&A, mergers, acquisitions, approach, methodology, toolkit, consulting, framework

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Mergers, Acquisitions & Alliances Approach

  1. 1. Merger, Acquisitions and Alliances Approach, Frameworks and Tools
  2. 2. 4 Over the next three years, 80%-90% of mid to large size firms will be actively involved in some phase of Mergers, Acquisitions and Alliances (M/A/A) actions* Mergers - Pooling assets in equal proportions, where the contributing organization cease to exist as separate entities Acquisitions- Combining assets in majority/minority proportions; typically one organization’s identity is subsumed within the other’s Alliances- Sharing assets for specific purposes over a given period of time; each party’s core business model remains separate and intact — Definitions— Overview *Source: GartnerGroup, August 1998 This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/mergers-acquisitions-and-alliances-approach-728
  3. 3. 7 It is critical to understand the underlying business driver(s) in an M/A/A effort to identify and achieve the expected outcomes Cashing In/Cashing Out (Acquiring/selling a startup or small independent firm) - Acquiring firms that have a particular niche or specific (and complementary) product. This lead to the emergence of the “cottage industries”, particularly in software and media, that are oriented toward building up a company to make it attractive to an acquirer. The complimentary practice is to spin off small-cap firms from larger corporations to test or create a market for new services and products or sell an internal competency available to the external market. Economies of Scale (Market Consolidation) - This driver leverages size in order to reduce the per customer costs of the firm. Usually this is executed within the same or similar business, the goal being to reduce the time and cost of integration, and to leverage scales of size, geography or product “reach”. Customer Demand (Market Awareness) - Many M/A/A activities are driven by the objective of “capturing” more customers to ensure a revenue stream, or to expand the market within which new products and services can be delivered. This facilitates cross- selling and common branding. Changing Business Models (Market Creation) - Extensive M/A/A activity has created an increasingly competitive environment requiring businesses to rethink not only how they interact with customers, but who are their target customers. The emergence of the Internet and E-commerce has demanded that business create new models for focusing on customers, integrating products and developing new distribution channels. — Business Drivers— Overview This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/mergers-acquisitions-and-alliances-approach-728
  4. 4. 10 Beyond cost savings, IT is the critical component to ensure the sharing of information and synergy opportunities are captured Enlist senior business management on an IT advisory council to guide the development of integrated IT capabilities with business goals Recognize the project costs, including new infrastructure, in the first phase Map the key business and IT processes to identify organizational interfaces and boundaries Identify the governance issues and assess solutions Do a skills assessment and needs analysis, defining roles filled internally and externally, of the staffing and training gaps Work with the human resources and accounting departments to support integrated and nonstandard organizational structures — Guidelines for IT Integration— Overview This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/mergers-acquisitions-and-alliances-approach-728
  5. 5. 13 AAIM is a proprietary methodology to drive merger initiatives to results — AAIM™, Acquisition Assessment and Integration Model — Enterprise Integration Operational Integration Regional/Business Unit Integration Program Integration Integrate Operations Integrate Operations Articulate the Model Articulate the Model Model enterprise capabilities Define corporate structure Develop collaborative culture Establish governance model Model operating capabilities Define operations blueprint Identify local capabilities Define business unit structures Direct and Measure Journey Direct and Measure Journey Scope and Plan Journey Scope and Plan Journey — Post-Merger Integration — Develop Business CaseDevelop Business Case Reconfigure: R&D IT Supply chain Operations Sales and marketing Customer operations Corporate center Negotiate the Relationship Negotiate the Relationship Negotiate the deal Create shared vision Conduct strategic due diligence Regulatory Approval Regulatory Approval Initiate “100 day” program Initiate “100 day” program Establish Integration Program Office Establish Integration Program Office — Pre-Merger Integration — Contemplate Alternatives Contemplate Alternatives Evaluate Strategic Options Evaluate Strategic Options Conduct portfolio analysis Understand market value objectives Develop acquisition program plan Organize the enterprise for strategic partnering Select targets Assess fit Set objectives Acquisition Assessment and Integration Model This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/mergers-acquisitions-and-alliances-approach-728
  6. 6. 16 Phase two entails identifying candidates, assessing “fit”, and screening viable targets Objectives Broad Search - identify all potential candidates which meet screening criteria Data Collection - assimilation all available information/data for assessment Thorough Screening - eliminate candidates according to obstacles arising from: •Strategic Integration (Competencies & Market Goals) •Operational Integration (Support & Core Operations) •Resource Integration (Employees & Culture/Behavior) •Structural Integration (Organizational & Leadership/Governance) Guiding Principles The philosophy behind this phase is one of diligence --- effectiveness of process hinges upon the balance between what it wants to see and the rigor used in questioning what it sees. — Contemplate Alternatives — Acquisition Assessment and Integration Model This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/mergers-acquisitions-and-alliances-approach-728
  7. 7. 19 Critical to developing the operating model is determining the degree of post-merger integration 1 2 3 4 5 6 7 8 9 Separate Holding Strategic Control Managed Subsidiary Merged & Consolidated Operational Control Combination Structure: Areas of Integration: Management Implications: Corporate Functions Companywide Integration Production or Marketing Decentralized planning and monitoring Autonomy of line management Centralized planning and monitoring Coordination of line management Integrated operations and control Cooperation of line management — Degree of Integration between Combining Companies — Source: Joining Forces: “Making One Plus One Equal Three in Mergers, Acquisitions, and Alliances,1998, M. L. Marks and P. H. Mirvis. Degree of Integration: Acquisition Assessment and Integration Model This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/mergers-acquisitions-and-alliances-approach-728
  8. 8. 22 Phase four entails translating the shared vision into an operating plan — Articulate the Model — Objectives Enterprise Integration: Organizational Structure and Leadership & Governance • Model enterprise capabilities •Define corporate structure Operational Integration: Core Operations and Support Operations • Model operating capabilities • Define operations blueprint Resource Integration: Employees and Culture & Behavior • Model employees / infrastructure (Capex* & Facilities) •Define resource needs/requirements blueprint Guiding Principles The philosophy behind this phase is one of unity --- combining two companies into one achieving breakthrough synergies with new operations and culture. Acquisition Assessment and Integration Model * Capital Expenditures This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/mergers-acquisitions-and-alliances-approach-728
  9. 9. 25 Phase five entails executing the implementation plan, developing a collaborative culture, and establishing the governance model — Integrate Operations — Objectives Implement comprehensive change management plans •Research & Development •Supply Chain •IT/Operations Develop collaborative culture Establish governance model Guiding Principles The philosophy behind this phase is one of execution --- organizations consistently underestimate the time and energy required to identify, assess, and address the many decisions that arise when two complex organizations combine. •Sales & Marketing •Customer Operations •Corporate Center Acquisition Assessment and Integration Model This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/mergers-acquisitions-and-alliances-approach-728
  10. 10. 28 Objectives Establish Integration Program Office • Select transition team/task forces •Assign responsibilities Scope and plan the journey • Prioritize critical issues • Build work plan Direct and measure journey • Establish “Critical Success Factors” • Manage ongoing business Guiding Principles The philosophy behind this phase is one of leadership --- setting guidelines, overseeing analyses and findings and directing the changes fast and effectively.. A dedicated staff guides the combination of businesses beginning to end — Manage Integration Program — • Develop communication plan • Set milestone meetings Acquisition Assessment and Integration Model This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/mergers-acquisitions-and-alliances-approach-728
  11. 11. 31 Program management is responsible for identifying key communication themes and plans for internal and external audiences * “NewCo” refers to the “new company” formed by the merger of two organizations. Feed information on process integration progress Request resources Recommend action Report on progress Request resources Make recommendations Communicate concerns Ask questions Request support Facilitated sessions to: Articulate vision for NewCo.* Agree on collective and individual responsibilities Communicate to outside audiences Chief program manager obligations: Assign “champions” to each function or • Lead mobilization • Secure resources for teams Make day-to-day decisions Process/Function or business unit leadership: Team with program management to launch mobilization at SBU level Identify resources for project teams Staff teams to integrate processes Work with experts to focus and deliver results against budgets Staff/Project team members: Contribute to problem solving and communication Raise issues and concerns Generate and focus ideas Communicate throughout organization NewCo Shared VISION Appropriate delegation, broad involvement, clear direction, and excessive communication • Chief program manager • Opinion leaders • Integration team members • Staff • Market unit/process/ function leadership • Integration team leads Executive Team — Communication Cascade — Acquisition Assessment and Integration Model This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/mergers-acquisitions-and-alliances-approach-728
  12. 12. 34 — AAIM™ Tools and Frameworks — Integrate OperationsArticulate the Model Negotiate the Relationship Contemplate Alternatives Evaluate Strategic Options • Industry value maps • Cohort analysis • Options selection framework • Value gap assessment framework • Candidate "fact packs" • Spin-off analysis • Business case outline • Three dimensional fit assessment • Strategic return on investment framework • Partnership value assessment model • Styles of negotiation reference model • Shared visioning model • Collaboration checklist • Capability modeling framework • Business/IT strategy diagnostic and gap analysis framework • Organizational blueprint • 15 dimensions of culture • Infostructure™ model • Integration dimensions model • Operations integration plan outline • Process/function integration maps • IT Infrastructure/ Architecture integration plan — Pre-Merger Integration — — Post-Merger Integration — Direct and Measure Journey Scope and Plan Journey Establish Integration Program Office • Program management model • Milestone plan model • Journey management framework • Communication plan outline • Contingency planning framework • Strategic HR business model • Culture change assessment instrument • Values-driven leadership model • Operations integration reporting system Frameworks & Tools Frameworks and tools are utilized to execute the merger integration project This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/mergers-acquisitions-and-alliances-approach-728
  13. 13. 37 Financial Baseline • Market Value • Book Value • Revenues (Historical) • Growth Rate (Historical) • Profit Margin • Net Income Analyzing transaction economics will provide a baseline to measure the financial impact — Analyze Transaction Economics — Synergy Estimates • Product Sales • R&D • IT • COGS • Other Transaction Costs • Investment banking fees • Integration costs • Acquisition premium Financing Structure • Cash • Equity • Leverage • Stock Swap Key Analysis Measurements Net Assets Acquired Value of Cost Synergies Value of Asset Disposition Acquisition Costs Incremental Tax NPV (with and without Revenue Synergies) Revenue Synergies Market Cap Share Price Revenues Net Income Debt Level Debt Rating Times Interest Earned Impact on External Measures Spin Off Analysis • Identify non-core pieces • Identify potential buyers • Assess value of business Frameworks & Tools This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/mergers-acquisitions-and-alliances-approach-728
  14. 14. 40 Strategic Fit: How well aligned are the partners’ growth objectives — Assess “Fit” — Mission Objectives Capabilities A B Mission Objectives Capabilities Internal External Internal External Work Ethic Commitment Persistence Work Ethic Commitment Persistence Chemistry Fit: How compatible are the management teams and overall cultures? Operational Fit: How complementary are the business models? Assessing “fit” entails careful review of the merger at three levels: (1) strategic, (2) operational, and (3) chemistry Frameworks & Tools This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/mergers-acquisitions-and-alliances-approach-728
  15. 15. 43 Through due diligence, critical financial liabilities and contractual commitments are uncovered Key components of due diligence are as follows: Independent financial "audit" Court filings Board scan Shareholder scan Agreements with other companies Relations with vendors — Conduct Due Diligence — Frameworks & Tools This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/mergers-acquisitions-and-alliances-approach-728
  16. 16. 46 A variety of valuation models should be used to assess the value- creation potential and acquisition price Stand Alone Profit Improvements Synergies Capital Structure AcquisitionValuation — Target Valuation — ILLUSTRATIVE Frameworks & Tools This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/mergers-acquisitions-and-alliances-approach-728
  17. 17. 49 A clearly defined communication plan must be prepared for both internal and external parties Stakeholder / Groups Board/Financial Community Corporate Management Team Other Senior Mgmt Sr. Mgt of key dept #1 needed to partner in the change process Sr. Mgmt of sponsoring division/ department Divisional Site Personnel Other company personnel in general Employee representative bodies (e.g.Unions) Governments/ Communities Program Teams Key Stakeholders Hot Buttons, Concerns, Interests What do we need them to do? How will we engage them? Key Messages Sr. Mgt of key dept #2 needed to partner Effective Communication Planning (1) Identify stakeholders (2) Understand objectives (3) Understand frame of reference (4) Define key messages (5) Select medium/vehicle (6) Timing, sequencing, frequency (7) Ensure accountability (8) Measure effectiveness (9) Follow-up as necessary — Communication Plan — Frameworks & Tools This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/mergers-acquisitions-and-alliances-approach-728
  18. 18. 52 A preliminary operating plan should be prepared before proceeding with the negotiation of the acquisition — Prepare Preliminary Operating Plan — Operating Model Key Decision Criteria Target Blueprint Alternatives Approach Centralized ? Centralized Production/ Decentralized Delivery ? Distributed ? Costs/ Benefits Risks Internal Impacts External Impacts Goals Processes People Technology Consolidate? Standardize? Reengineer? Streamline? Outsource? “Big Bang”? Phased? Continuous Improvement? Frameworks & Tools This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/mergers-acquisitions-and-alliances-approach-728
  19. 19. 55 Level 3: Resource Integration --- HR Management of Employees Secure commitment Assess against enterprise targets Identify individuals with appropriate skills Identify future resource needs Confirm future capability requirements of PM organization* Determine knowledge and skill implications Develop workforce loading against benchmarks Create deployment maps (who’s where) Assess skills of current employees; create retention-critical lists Determine gaps in resources and how to fill Identify key personnel transitions and scenarios Translate target staffing levels into personnel expense savings Ensure headcount compliance with financial targets Make trade-offs across operating units as needed Identify resources to be outplaced and related compliance issues Identify productivity enhancement opportunities Skill projects for key jobs Headcount profiles Deployment maps Employee skills assessment Transition plans for key personnel PM enterprise headcount mapped by process/functions Enterprise-wide depiction of key reporting relationships Identifies resources needed to drive future success Optimizes resources and lays foundation for smooth employee transitions Ensures overall headcount targets are met without legal entanglements Ensures most direct decision making and team staffing Activities: Deliverables: Benefits: For each functional and operating area: Set-up crisis management team Develop employee communication program Develop stress reduction plans Enact stand-still agreements with key personnel Develop “back- fill” plans Begin counseling Frameworks & Tools This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/mergers-acquisitions-and-alliances-approach-728
  20. 20. 58 Level 3: Resource Integration --- Enterprise Legacy Systems Develop “wave 1” implementation program Capex plan CAPEX plans (enterprise level) Quantifies expenditures across functional and operating units Identify expenditures and reconcile across operating units • manpower • renovations • expansions • new purchases • equipment Identify required projects Assess facility needs Develop conversion approach and high level application specifications Assess gap; current vs required Based on enterprise operating model develop IS conceptual designs Identify IS “target environment” to support operating goals Determine system/applicatio n preferences Assess incremental capacity requirements Assess adequacy of current systems to meet target environment needs Document gaps, magnitude, and criticality Priorities conversions Determine conversion requirements Identify manual conversions Identify automated conversions Define specifications for applications Determine balancing and control approach Target environment system/application profiles Gap analysis and priorities Conversion plans Application plans Contingency plans Facility plans Financial impact assessment Project descriptions Schedule of events Implementation plans Converts design assumptions into specific informational system needs Tests assumptions about systems adequacy Translates gap analysis into specific work estimates and cost projections Identifies facilities to support IS requirements Serves as basis for integrated design effort Mobilizes teams Activities: Deliverables: Benefits: Develop facilities plan Determine disposition of current facilities Identify new facilities/ modifications to existing Determine financials for disposition upgrades, etc. Determine priority projects Prepare high-level plans Assess enterprise impacts •Sequence •Co-ordination Project descriptions Schedule of events Schedule and sequence projects •Tasks •Effort •Plans •Resources Assess cross- project impacts Assess risks Obtain approval For each operating area: Frameworks & Tools This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/mergers-acquisitions-and-alliances-approach-728
  21. 21. 61 Overview Acquisition, Alliances and Integration Model AAIM Frameworks & Tools XYZ Capabilities SITE Approach, Frameworks & Tools This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/mergers-acquisitions-and-alliances-approach-728
  22. 22. 64 The first step to articulating the new operating model is to address several key questions How should the IT organization be governed to achieve the future company’s goals? What are the implications for the overall IT strategy, resource management, performance tracking, etc.? How should IT resources be deployed and managed across the future organization to maximize cost synergies and best support the overall corporate vision and operating strategy*? What (if any) activities should remain at the “corporate” level? What resources would be required (quantity, expertise)? What should be the disposition of the IT services and resources that are currently “corporate” or shared across multiple sectors? How should we approach outsourcing to maximize value and cost effectiveness of IT? How do we transition to this approach over what period of time? What are the expected synergies and implementation costs? Technology Challenges * This can be particularly difficult in merger situations where you are required to create a “new” organization Articulate the model — Key Questions — This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/mergers-acquisitions-and-alliances-approach-728
  23. 23. 67 Characteristics: Limited or no communication between companies Limited or no central influence Limited or no sharing of business practices Totally independent going to market strategies, products & channels Each company limited to its product set — Business/IT Synergy Framework — 0 100% “Maintain Current Course” “Establish Critical Linkages” “Major Function Integration” “Enterprise Wide” Solutions Characteristics: Cross company communication of general managers Infrequent communication of functional managers Begin central coordination Initial sharing of business practices Begin cross selling products Begin to leverage each company’s distribution channels Capture obvious synergy opportunities (e.g. procurement, payroll, etc.) Characteristics: Consistent central coordination/leadership to capture synergies Cross company leadership emerges by business function Integrated/consistent sharing of best practices Products rationalized based on quality - best products “Network” distribution channel emerges Selective consolidation of facilities & “backoffice” functions Target operating structure adopted Consistent performance metrics implemented Characteristics: Corporate hierarchy Centralized resource and business policy management Common product offering Centralization of all major functions Single organization model implemented - Illustrative - These four options have specific characteristics which drive the level of effort required to capture synergy Technology Challenges Articulate the model This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/mergers-acquisitions-and-alliances-approach-728
  24. 24. 70 Application Integration Infrastructure Integration Management Structures Technical Skill Base Align With New Business Processes Reduce complexity by transitioning to single solution for each functional area Realize economies of scale by consolidating all technical operations Reduce management headcount by consolidating organization Build critical mass in centers of excellence for key technologies Reprioritize and staff IT projects Technology Challenges Integrate operations Once the target model is defined and the program of initiatives articulated, the next step is to integrate operations This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/mergers-acquisitions-and-alliances-approach-728
  25. 25. 73 Overview Acquisition, Alliances and Integration Model AAIM Frameworks & Tools XYZ Capabilities SITE Approach, Frameworks & Tools This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/mergers-acquisitions-and-alliances-approach-728
  26. 26. 76 To drive results we work with our clients supporting an integrated business transformation, throughout the M/A/A lifecycle Ability to support clients throughout the acquisition lifecycle.- The capability to support clients from strategy to implementation, enforces the continuity and commitment that are critical to deliver the expected returns from the merger Integrated consulting offering.- Our good understanding of the strategy, operations, organization, and technology components of the merger ensures that the strategic vision is operationalized rapidly and consistently across all the business dimensions Pragmatic approach focused on achieving results.- Our approach goes far beyond providing the “right” recommendation into helping our clients execute a successful business transformation that achieves the results they are seeking Issue based problem solving approach.- As opposed to a rigid set of answers, our methodology provides a structured set of questions to understand your particular situation and a modular set of tools/frameworks to work out a tailored, more effective, solution to your problem Productive joint team effort.- We rely on our people to deliver value to our clients. Therefore, we promote in our staff not only the experience and analytical capabilities necessary to do the job, but also the people skills that are key to work effectively with our clients’ organization at all levels. — Benefits of XYZ Approach — Capabilities This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/mergers-acquisitions-and-alliances-approach-728
  27. 27. 79 We have the flexibility to provide all the key skills, as required, to develop and implement a successful acquisition strategy Strategic planning expertise - to assess and value alternative acquisition strategies Specific industry insight - to design the new competitive capabilities and operating model Program management rigor - to keep the project integrated, focused, on-time, and on-budget M&A experience - to work with all constituencies involved (i.e., bankers, lawyers, accountants) Systems integration experience - to detail design and implement the new business platform Technical capability - to build the new strategic systems Organizational expertise - to integrate people, process, and technology into strategic capabilities Change management experience - to improve capacity of the organization to absorb the change — XYZ Capabilities to Support M&A Projects — Capabilities This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/mergers-acquisitions-and-alliances-approach-728
  28. 28. 1 Flevy (www.flevy.com) is the marketplace for premium documents. These documents can range from Business Frameworks to Financial Models to PowerPoint Templates. Flevy was founded under the principle that companies waste a lot of time and money recreating the same foundational business documents. Our vision is for Flevy to become a comprehensive knowledge base of business documents. All organizations, from startups to large enterprises, can use Flevy— whether it's to jumpstart projects, to find reference or comparison materials, or just to learn. Contact Us Please contact us with any questions you may have about our company. • General Inquiries support@flevy.com • Media/PR press@flevy.com • Billing billing@flevy.com

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