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White Paper: Change management in procurement outsourcingGEP
Procurement outsourcing has helped in the metamorphosis of the procurement function by creating greater value compared to the traditional practice. However, the process of outsourcing is associated with several changes to the existing procurement practice and a clear understanding of key value levers is essential to fully appreciate the need for change management process. GEP's unique Six-Step Change Management Model provides a holistic solution to manage change. Download this white paper to know more about it and its benefits.
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The success of a new pricing campaign relies on the balance of many factors, some are measurable and some seem to depend mostly on creativity and talent
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View the original Blog post: http://www.eprentise.com/blog/return-on-investment-analysis/the-added-value-of-business-consolidation/
Website: www.eprentise.com
Twitter: @eprentise
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Ensure your data is Complete, Consistent, and Correct by using eprentise software to transform your Oracle® E-Business Suite.
Is Agile getting in your way, got you confused? Requirements vs. User Stories, Product Managers vs. Product Owners, MRDs vs Backlogs, Epics, Goals, Themes, all a mystery to you? How does Product Management's role change and how do we continue to be the "President of the product" as development moves to Agile or Scrum? Why are Product Managers so confused?
The success of a new pricing campaign relies on the balance of many factors, some are measurable and some seem to depend mostly on creativity and talent
The challenge is to bring the science much closer to the “artistic” part
In this webinar the participants will learn about:
Behavior Pricing analytics framework, profitability modeling, simulations and forecasting
Needs Determining pricing structures based on segments/micro segments needs
Perceptions Value based pricing strategy in practice
Influential Behavioral economics real life examples – providing additional science into pricing structures & campaign messages
The Added Value of Business Consolidationeprentise
While there is little argument that technical consolidation yields significant benefits, business consolidation promises a much broader ROI that impacts not just the IT organization, but the operational and business side of the enterprise as well.
View the original Blog post: http://www.eprentise.com/blog/return-on-investment-analysis/the-added-value-of-business-consolidation/
Website: www.eprentise.com
Twitter: @eprentise
Google+: https://plus.google.com/u/0/+Eprentise/posts
Facebook: https://www.facebook.com/eprentise
Ensure your data is Complete, Consistent, and Correct by using eprentise software to transform your Oracle® E-Business Suite.
SVP Advisors is an international management consulting firm for the Telecommunications, Media and Technology (TMT) sector, with expertise in regulation, economic modelling, business strategy and corporate finance.
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Putting the SPARK into Virtual Training.pptxCynthia Clay
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Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
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To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
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Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
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1. Business Consolidation : Creating Value
Sanjay Uppal
Group Chief Financial Officer
Emirates NBD
18 – 22 October 2009
Dubai International Convention & Exhibition Center
Dubai. UAE
2. M & A activity is driven by diverse motivations
Synergies : Cost-reduction & revenue
enhancement
Diversification
Strategic Focus : Horizontal & vertical
integration
Financial purchase
Valuing considerations other than cash
Market share
1
3. M&As make significant contributions to relative growth
– but most acquisitions tend to destroy relative value
A strong and well executed M&A strategy can
. . . but most acquisitions fail to create value
help companies realize growth . . .
Explanatory power for differences in Improvement in share price from T – 2 years to
company growth*, R², percent T + 2 years, adjusted for returns on MSCI World
Index***, %
Innovation**
Market 23%
growth Success
38% 39%
61%
Failure
39%
Inorganic activity
* Based on the time series growth regression of 54 large companies across a broad range of sectors
** Remainder including disruptive innovation and noise in regression analysis
*** Based on analysis around 1229 large deals executed before 2005
Source: SDC, Hoovers, Company reports, Analyst reports, McKinsey analysis 2
4. Key stages of M&A
Pre-transaction Execution Process Post-transaction
Target
g Transaction Post
Corporate M&A
C t identifica Launch merger Capability
C bilit
Execution building
strategy strategy tion mgmt
Process
Identify Value Negotiating for Value Delivering Value
Success of the Transaction depends on success at every stage, and
most importantly on ability to realize the expected value
3
5. Realising the vision – Delivering the value
Valuation &
synergies
Due
Pre-transaction diligence
Post-transaction
Transaction
Execution
Target Process Post
Corporate M&A identifi- Launch merger Capability
strategy strategy cation mgmt building
Negotiation
g
Identify Value Negotiating for value Delivering Value
Focus shifts to well executed post merger management
Prioritization of high value & high risk areas
Integration of businesses & achieving synergies
Delivering the value
4
6. Making it work : Delivering shareholder value
Strategy
gy
- Vision
- Mission
- Values
- Synergies target
y g g
Communication
- Employees
- Board Technology & Process
- Analysts Integration
- Regulators - Alignment to Strategy
- Rating agencies
g g - Technology choice
- Customers - Replacement
- Suppliers - Migration
- Shareholders - Process Review & Redesign
- General Public - Integration Planning
- Media
Organization & People
- Business Model
- Organization structure
- HR Policies
- Team building
- Realignment 5
8. We communicated the expected Value Creation
potential of the Merger : 12 July 2007
Summary of Synergies (AED m)
% of Smaller Base1
Synergies (2010) Total, AED m Projected Benchmark 2
Revenue 195 10.5% 5–10%
Costs 151 22.2% 14– 26%
1. As a % of NBD’s Base
2. Domestic M&A transactions
7
9. Revenue Synergies
Source of Synergies % Total Basis / Rationale
• Greater share wallet and yield enhancement
• Cross sell for new product capabilities to increase fee
34% income
• Increased capacity for cross border risk due to larger
balance sheet
• Focus on cross selling amount major product categories
31% • Incremental revenue generated through market share
/pricing advantages and leveraging of the largest
distribution network in the UAE
• Greater penetration, particularly regionally. In larger
projects and financing deals, by leveraging balance
28% sheet and capital
• Expansion of client base and cross sell of new product
capabilities
4% • Improved cost of funding due to stronger capital base
3% • Improved sales due to integrated broader offering
100%
Significant revenue synergies dependent on successful IT & Operations integration
8
10. Cost Synergies
Source of Synergies % Total Basis / Rationale
• Branch and ATM network consolidation.
34% • Integration of card acquiring business
• Pricing advantages on advertising / marketing spend
26% • Optimised Head Office and Group Functions
25%
• Reallocation of IT personnel from NBD to EBI IT
dedicated centre
• Reduced group capex spend
7% • Improved cost of funding due to stronger capital base
4% • Improved efficiency from integrated operations and IT
platform
3%
• Leveraging of existing Emirates Islamic Bank as
platform for unified Islamic offering
100%
Over 50% of cost synergies dependent on successful IT & Operations integration
9
11. Effort during Integration followed 4 primary objectives
1 Maintain & improve customer service across
networks
2 Derive economies of scale & cost benefits
from consolidation
3 Control for / minimize risk during & after
transition process
4 Minimize disruption & impact on staff and
supporting entities
10
12. A Phased approach to achieve our objectives
Customer
PRIORITY 1
BRANCHES ATM/CDM WEB MOBILE CALL Front end customer facing
SALES CENTRE channels have maximum
visibility & impact on
Customer service
PROCESSES PRIORITY 3
• Core Banking • Brokerage Common processes
• Trade Finance • ERP maximised through
• Treasury • IT Security common front-end &
back-end functionality /
systems
BACK OFFICE 3RD PARTY / VENDORS
PRIORITY 2 PRIORITY 4
Consolidations of volumes will Vendor services & relationship
remove duplication, drive consolidation to achieve better
economies of scale services & cost base
11
13. H1 2009 : Achieved Synergies of AED 328m –
Ahead of 2009 full year target by 33%
250
Revenue Synergies 195
AED Millions 200
150 129 129
104 60%
100 65
50
0
2008 2009 2010
Total Synergies Cost Synergies 169
400 33% 372 151
328 150
69%
300 90% 246 109 118%
235 100
100
200
124 + 50
100 50
0 0
2008 2009 2010 2008 2009 2010
Target Actual H1
One-off Synergies
76%
144%
Note 1: Base used when computing synergy targets were 2006 financials
Note 2: Actual 2009 synergies represent annualised synergies achieved
in H1 2009
1212
14. Creating Value through consolidation
Focus on achieving expected value
Dedicated team in place before transaction closes
Plan, Plan, Plan
Timing is critical
Communication
13
15. Business Consolidation : Creating Value
Sanjay Uppal
Group Chief Financial Officer
Emirates NBD
18 – 22 October 2009
Dubai International Convention & Exhibition Center
Dubai. UAE
14