The most important factor in determining whether an acquisition becomes successful or not, is how well the post-merger integration is done. The post-merger integration takes many times the effort of closing the deal, but is a lot less glamorous and often shortchanged. This presentation will provide some guidelines for an effective integration, such as having a single integration leader and open communication and will highlight potential pitfalls to avoid such as believing the sales force can easily represent both product lines. The integration involves not just combining the two companies but also finding better ways to run the combined business. The business improvements can often be as large as the synergies.
This document provides a guide for federal agency managers on competitive sourcing. It highlights best practices agencies have developed in setting up competitive sourcing infrastructures and achieving success. The guide emphasizes an overall philosophy of creativity, innovation, and a long-term outlook. It also provides a primer on the competitive sourcing process and references additional resources and guidance for agencies.
The document discusses various topics related to mergers and acquisitions (M&A), including M&A strategy development, the acquisition process, integration phases, due diligence, portfolio/program/project management, and post-merger integration (PMI) capabilities. It provides frameworks, checklists, and outlines key elements of M&A strategy, deal execution, integration planning, and value capture through successful post-acquisition integration.
The role of finance in the strategic planning and decision-making processyashikagupta48
The document discusses the role of finance in strategic planning and decision making. It outlines the strategic planning process, which includes creating a vision and mission statement, analyzing strengths/weaknesses/opportunities/threats, formulating a strategy, and implementing and monitoring the strategy. The balanced scorecard approach aligns strategy with financial goals in key areas like free cash flow, economic value added, asset management, profitability, growth, risk management, and tax optimization. Setting measurable financial goals in these areas helps ensure strategies are effectively implemented and monitored.
LUCENTIS CONSULTING Carve Out Framework V1.0Bart Beeckmans
The document discusses approaches to carving out parts of a company that is being sold. It emphasizes focusing on people by respecting and engaging employees, and clear communication. The types of carve outs include stand-alone, merger, and joint venture structures. Key phases involve preparing for the sale, announcing a buyer, and integrating with the buyer. For IT carve outs, strategies include retaining IT with the parent company, transitioning to the buyer's IT, or building new systems. Data classification and managing workstreams are also discussed. Lessons focus on collaboration, dynamic resource allocation, flexibility, and documentation.
Follow these straightforward guidelines to avoid common mistakes to acquisition integration.
Authored by TechCXO's Matt Oess and Greg Smith , you'll get great advice on...
- The Four Most Important Areas to be Managed
- The Proper Cadence of Systems Integration
- Critical "Day One" Execution
If you are looking for a way to implement more than some ideas to reduce costs in your company, the "COP" probably will help you to fix the cost reduction mind set in the daily business of your organization. After a professional successful experience at a Germany auto part industry, I developed a summary as paper-work in my MBA studies at FIA - São Paulo, Brazil. This presentation shows the key success factors to become a company fit to compete mainly in time of crise. Divided in three pilars: process, behaviour and system, the COP (cost optimization program) explain how to implement a strong and permanent cost reduction mind set mainly at middle and large companies. For more information contact: alexandre.kalup@gmail.com
Best practice finance diagnostic review longconradfsr
The document outlines a blueprint for integrating the finance function after a merger and acquisition. It discusses seven critical issues facing Chief Financial Officers as the role of finance shifts from scorekeeper to business partner. The issues include business partnering, performance measurement, information as a competitive asset, organizational skills, cost management, financial risk management, and coordinating improvement projects.
The most important factor in determining whether an acquisition becomes successful or not, is how well the post-merger integration is done. The post-merger integration takes many times the effort of closing the deal, but is a lot less glamorous and often shortchanged. This presentation will provide some guidelines for an effective integration, such as having a single integration leader and open communication and will highlight potential pitfalls to avoid such as believing the sales force can easily represent both product lines. The integration involves not just combining the two companies but also finding better ways to run the combined business. The business improvements can often be as large as the synergies.
This document provides a guide for federal agency managers on competitive sourcing. It highlights best practices agencies have developed in setting up competitive sourcing infrastructures and achieving success. The guide emphasizes an overall philosophy of creativity, innovation, and a long-term outlook. It also provides a primer on the competitive sourcing process and references additional resources and guidance for agencies.
The document discusses various topics related to mergers and acquisitions (M&A), including M&A strategy development, the acquisition process, integration phases, due diligence, portfolio/program/project management, and post-merger integration (PMI) capabilities. It provides frameworks, checklists, and outlines key elements of M&A strategy, deal execution, integration planning, and value capture through successful post-acquisition integration.
The role of finance in the strategic planning and decision-making processyashikagupta48
The document discusses the role of finance in strategic planning and decision making. It outlines the strategic planning process, which includes creating a vision and mission statement, analyzing strengths/weaknesses/opportunities/threats, formulating a strategy, and implementing and monitoring the strategy. The balanced scorecard approach aligns strategy with financial goals in key areas like free cash flow, economic value added, asset management, profitability, growth, risk management, and tax optimization. Setting measurable financial goals in these areas helps ensure strategies are effectively implemented and monitored.
LUCENTIS CONSULTING Carve Out Framework V1.0Bart Beeckmans
The document discusses approaches to carving out parts of a company that is being sold. It emphasizes focusing on people by respecting and engaging employees, and clear communication. The types of carve outs include stand-alone, merger, and joint venture structures. Key phases involve preparing for the sale, announcing a buyer, and integrating with the buyer. For IT carve outs, strategies include retaining IT with the parent company, transitioning to the buyer's IT, or building new systems. Data classification and managing workstreams are also discussed. Lessons focus on collaboration, dynamic resource allocation, flexibility, and documentation.
Follow these straightforward guidelines to avoid common mistakes to acquisition integration.
Authored by TechCXO's Matt Oess and Greg Smith , you'll get great advice on...
- The Four Most Important Areas to be Managed
- The Proper Cadence of Systems Integration
- Critical "Day One" Execution
If you are looking for a way to implement more than some ideas to reduce costs in your company, the "COP" probably will help you to fix the cost reduction mind set in the daily business of your organization. After a professional successful experience at a Germany auto part industry, I developed a summary as paper-work in my MBA studies at FIA - São Paulo, Brazil. This presentation shows the key success factors to become a company fit to compete mainly in time of crise. Divided in three pilars: process, behaviour and system, the COP (cost optimization program) explain how to implement a strong and permanent cost reduction mind set mainly at middle and large companies. For more information contact: alexandre.kalup@gmail.com
Best practice finance diagnostic review longconradfsr
The document outlines a blueprint for integrating the finance function after a merger and acquisition. It discusses seven critical issues facing Chief Financial Officers as the role of finance shifts from scorekeeper to business partner. The issues include business partnering, performance measurement, information as a competitive asset, organizational skills, cost management, financial risk management, and coordinating improvement projects.
Etude PwC sur l'efficacité de la fonction finance en entreprise (2013)PwC France
http://pwc.to/1b8DlaR
Sont abordés dans cette étude le coût de la fonction finance, sa performance, l'évolution de ses missions, celle de ses équipes, son utilisation des nouvelles technologies, ainsi que les différences existant au sein de cette fonction entre des secteurs d'activité aussi différents que ceux des technologies ou des services financiers.
Management Techniques to Increase the Bottom-lineCavendish
This document discusses various management techniques that can help directors and managers improve efficiency and effectiveness. It describes techniques like profitability analysis, ratio analysis, and productivity ratios that systematically analyze financial data. While techniques provide objective analysis, good judgment is also needed. The document recommends an interactive software to help business owners better understand key financial concepts and indicators to make better decisions.
Outsourcing in literal terms, means sourcing from outside. The term is increasingly used to refer to sub-contracting of a set of functions or processes by one firm to another, or to a group of individuals. Outsourcing is being pursued as an active business strategy in the current economic scenario, since it enables a firm to focus on core-competency areas. It also frees the firm from resource and labour intensive functions, which are now performed by trained personnel at much lower costs.
The document discusses how many companies view cost reduction as a strategic imperative rather than just something done during tough times. It provides reasons why companies adopt cost reduction as an ongoing strategy, including meeting profitability expectations, funding growth initiatives, funding annual employee pay increases, offsetting required price reductions, and being better prepared for downturns. The document outlines frameworks for reducing internal costs like salaries and purchased costs like materials. It recommends setting higher annual cost reduction goals for internal costs that are more controllable.
This document provides an overview of Riskpro India, a risk management consulting firm with offices in New Delhi, Mumbai, and Bangalore. It details Riskpro's mission to provide integrated risk management solutions to mid-large sized corporates and financial institutions in India. The document outlines Riskpro's value propositions including affordable services delivered by skilled professionals. It also summarizes Riskpro's service offerings such as Basel compliance advisory, corporate risk advisory, IT risk advisory, and corporate restructuring advisory.
Companies have traditionally sought to create shareholder value through the process of addition. They build broad-based business portfolios via growth strategies or product innovation, and bulk up through mergers and acquisitions. In this market cycle, however, investors seem to prefer simpler and clearer business models to complicated stories. As a result, there is rising pressure — and increasing opportunity — to add value through subtraction. In an effort to provide more compelling value propositions, many companies have pursued a broader and less traditional range of structural options that simplify matters and clarify business priorities: divestments, and the spin-outs of business units or assets into real estate investment trusts, master limited partnerships, or yield companies (“yieldcos”), which provide stable and more predictable cash flows.
Each of these “carve-out” mechanisms has a place in the portfolio of strategic reconstruction, depending on its applicability to the asset base or business. In recent years we have seen their adoption in transactions such as Duke Energy’s spin-out of Spectra Energy, CenterPoint Energy’s and OGE Energy’s IPO of Enable Midstream Partners, and NextEra Energy’s formation of its yieldco, NextEra Energy Partners. The positive market reception to these carve-outs when they occurred highlights how nontraditional restructurings can unlock value in unique ways.
But restructuring or separating business units to match investor sentiment is often neither simple nor certain. Smart companies are finding that the early recognition and consideration of the challenges that accompany a carve-out can avoid unwelcome surprises later.
kurt salmon-the finance function as value-driver-m.mercusot-m.leonKurt Salmon
The document discusses three recommendations for transforming the finance function into a strategic value driver:
1. Create a client service team within finance to provide business analysis and support to internal clients, embracing a service orientation. This involves implementing a matrix organization with the client service team serving as the liaison between finance and business units.
2. Consolidate routine accounting tasks into a production team or "factory" to improve efficiency and flexibility. This separates transactional work from business analysis.
3. Consider outsourcing transactional, labor-intensive activities to improve productivity and costs, allowing investment in new capabilities and strategic business support. Offshoring is one option for further cost optimization.
This document discusses special challenges that can arise when integrating an acquired business that was carved out of a larger parent company. It identifies four main challenges for acquirers of carved-out businesses: minimizing legal bottlenecks during the transfer process, preparing for rapid integration, ensuring a smooth transfer of the business, and retaining key personnel. The document provides recommendations for how acquirers can address each challenge through systematic planning and execution.
This chapter discusses key elements of corporate strategy including directional strategies, portfolio analysis, and corporate parenting. It covers determining a company's directional strategy through questions about growth, concentration, and diversification. Portfolio analysis involves viewing business units as investments and assigning roles. Corporate parenting focuses on synergies between a parent company and subsidiaries through sharing resources and capabilities. The goal is developing strategies that optimize performance across business units.
Early integration planning is critical for successfully implementing your M&A transaction. Mergers and acquisitions can create immediate value opportunities and provide a solid foundation for growth. However, a key challenge for any merger or acquisition is to quickly integrate operations using the same employees who are required to run the day-to-day business. Early planning, e.g., even prior to having a deal in place, will help you jumpstart the M&A integration process and can minimize employee distraction and workload. This document provides an overview of the steps that you can take to prepare for your merger or acquisition and successfully overcome these challenges.
For more information, please visit www.scottmadden.com.
This document outlines an agenda for a procurement meeting that includes: conducting a practical exercise to review organizational structure, metrics, challenges, and technology; discussing the top challenges facing Chief Procurement Officers; reviewing traditional versus upgraded procurement organization models; assessing technology basics and opportunities for leveraging technology; prioritizing key performance indicators; considering partnerships with suppliers; and managing risks.
The document provides an overview of various corporate analysis frameworks and strategies. It discusses concepts like the resource-based approach, value chain analysis, SWOT analysis, and growth strategies. The resource-based approach emphasizes analyzing a firm's internal resources and capabilities to achieve competitive advantages. Value chain analysis examines a firm's activities to identify sources of value and competitive advantages. SWOT analysis involves analyzing internal strengths and weaknesses and external opportunities and threats. Growth strategies aim to accelerate sales, profits, and market share through entering new markets or developing new products.
The document provides an analysis of strategic options for NewAlliance Bank's merchant services portfolio, including maintaining the current model, expanding through an ISO partnership, transforming to a more "bank centric" model, or outsourcing the portfolio. It summarizes the results of a functional review of the portfolio in areas like risk management, sales, and processing. A decision matrix is used to evaluate the risk and reward tradeoffs of each strategic option.
This document discusses acquisition and restructuring strategies. It defines mergers, acquisitions, and takeovers. Common reasons for acquisitions include increasing market power, overcoming barriers to entry, and learning new capabilities. However, acquisitions often face problems with integration, inadequate target evaluation, and an inability to achieve synergies. Effective acquisitions complement the acquiring firm's core business and are carefully planned. Restructuring strategies include downscoping by divesting non-core businesses and downsizing through job cuts. Outcomes depend on the strategy, and can include higher or lower performance and increased or reduced risks.
This document provides an overview of strategic management concepts. It defines key terms like strategic competitiveness, competitive advantage, and above-average returns. It describes models for achieving returns, like utilizing resources and capabilities. It also outlines the strategic management process of analyzing internal/external environments to formulate strategies to implement and achieve strategic competitiveness.
Private Equity Due Diligence - Think OperationalRamkumar ,PMP
Operational due diligence is important for private equity firms to identify areas for improvement in target companies, such as purchasing, supply chain, and sales. This allows firms to make informed buying decisions. Key areas of focus include sales and marketing capabilities, procurement spending analysis, manufacturing and supply chain network optimization, leveraging technology in administration, and assessing service provider risks. HCL recommends a systematic approach over 6-8 weeks involving subject matter experts and industry benchmarks to comprehensively evaluate a target company's performance, value creation potential, and risks.
The document provides an integration framework for post-acquisition integration. It outlines key guiding principles such as getting the integration strategy right and designing the integration program around benefit realization. It describes an implementation structure with focus on the first 100 days to realize quick wins. The framework also details setting up an integration structure with a steering group, manager, and cross-functional teams to integrate corporate functions such as finance, HR, IT, and legal.
The document discusses a firm's internal environment, including its resources, capabilities, and core competencies. It defines these terms and explains how they contribute to competitive advantage. Resources include tangible and intangible assets. Capabilities refer to how resources are deployed. Core competencies are rare, valuable capabilities that are costly for competitors to imitate. Firms use value chain analysis to evaluate resources and capabilities. Outsourcing non-core activities allows firms to focus on core competencies. Core competencies can become rigid over time if not managed properly.
Present.profitability analytics framework ima san antonio finalFernando Pico
The Profitability Analytics Center of Excellence (PACE) promotes a framework for profitability analytics that incorporates causal modeling. The framework includes revenue, cost, and investment models that quantify relationships between key elements based on causal factors rather than just correlations. By embedding causality into strategic planning, forecasting, and decision-making, management can better understand economic realities and manage the business toward strategic goals.
Majority of the M&As are a failure due to issues encountered in the post-merger integration. This is a detailed report on some of the salient features of integration that need to be considered during Mergers & Acquisitions.
[Whitepaper] Aberdeen Research Report: AP Invoice Management in a Networked E...Anybill
The Aberdeen Group just released their newest research report, "AP Invoice Management in a Networked Economy." The report discovered how Best-in-Class companies are leading the way toward improving both the internal and external facets of their financial operations.
The Big Payoff - Top Payables Performance Metrics and How to Achieve ThemSAP Ariba
This document provides an overview of key payables performance metrics that top performing organizations measure to improve cash management. It discusses metrics in four areas: process efficiency, discount capture, contract compliance, and working capital. Organizations that perform well in these areas can achieve savings of up to $15 million for every $1 billion in spend. The document also shares examples of specific metrics measured by GSK and Entergy to manage payables performance. It profiles their goals, dashboard reporting, and strategies to increase electronic invoicing and payments.
Etude PwC sur l'efficacité de la fonction finance en entreprise (2013)PwC France
http://pwc.to/1b8DlaR
Sont abordés dans cette étude le coût de la fonction finance, sa performance, l'évolution de ses missions, celle de ses équipes, son utilisation des nouvelles technologies, ainsi que les différences existant au sein de cette fonction entre des secteurs d'activité aussi différents que ceux des technologies ou des services financiers.
Management Techniques to Increase the Bottom-lineCavendish
This document discusses various management techniques that can help directors and managers improve efficiency and effectiveness. It describes techniques like profitability analysis, ratio analysis, and productivity ratios that systematically analyze financial data. While techniques provide objective analysis, good judgment is also needed. The document recommends an interactive software to help business owners better understand key financial concepts and indicators to make better decisions.
Outsourcing in literal terms, means sourcing from outside. The term is increasingly used to refer to sub-contracting of a set of functions or processes by one firm to another, or to a group of individuals. Outsourcing is being pursued as an active business strategy in the current economic scenario, since it enables a firm to focus on core-competency areas. It also frees the firm from resource and labour intensive functions, which are now performed by trained personnel at much lower costs.
The document discusses how many companies view cost reduction as a strategic imperative rather than just something done during tough times. It provides reasons why companies adopt cost reduction as an ongoing strategy, including meeting profitability expectations, funding growth initiatives, funding annual employee pay increases, offsetting required price reductions, and being better prepared for downturns. The document outlines frameworks for reducing internal costs like salaries and purchased costs like materials. It recommends setting higher annual cost reduction goals for internal costs that are more controllable.
This document provides an overview of Riskpro India, a risk management consulting firm with offices in New Delhi, Mumbai, and Bangalore. It details Riskpro's mission to provide integrated risk management solutions to mid-large sized corporates and financial institutions in India. The document outlines Riskpro's value propositions including affordable services delivered by skilled professionals. It also summarizes Riskpro's service offerings such as Basel compliance advisory, corporate risk advisory, IT risk advisory, and corporate restructuring advisory.
Companies have traditionally sought to create shareholder value through the process of addition. They build broad-based business portfolios via growth strategies or product innovation, and bulk up through mergers and acquisitions. In this market cycle, however, investors seem to prefer simpler and clearer business models to complicated stories. As a result, there is rising pressure — and increasing opportunity — to add value through subtraction. In an effort to provide more compelling value propositions, many companies have pursued a broader and less traditional range of structural options that simplify matters and clarify business priorities: divestments, and the spin-outs of business units or assets into real estate investment trusts, master limited partnerships, or yield companies (“yieldcos”), which provide stable and more predictable cash flows.
Each of these “carve-out” mechanisms has a place in the portfolio of strategic reconstruction, depending on its applicability to the asset base or business. In recent years we have seen their adoption in transactions such as Duke Energy’s spin-out of Spectra Energy, CenterPoint Energy’s and OGE Energy’s IPO of Enable Midstream Partners, and NextEra Energy’s formation of its yieldco, NextEra Energy Partners. The positive market reception to these carve-outs when they occurred highlights how nontraditional restructurings can unlock value in unique ways.
But restructuring or separating business units to match investor sentiment is often neither simple nor certain. Smart companies are finding that the early recognition and consideration of the challenges that accompany a carve-out can avoid unwelcome surprises later.
kurt salmon-the finance function as value-driver-m.mercusot-m.leonKurt Salmon
The document discusses three recommendations for transforming the finance function into a strategic value driver:
1. Create a client service team within finance to provide business analysis and support to internal clients, embracing a service orientation. This involves implementing a matrix organization with the client service team serving as the liaison between finance and business units.
2. Consolidate routine accounting tasks into a production team or "factory" to improve efficiency and flexibility. This separates transactional work from business analysis.
3. Consider outsourcing transactional, labor-intensive activities to improve productivity and costs, allowing investment in new capabilities and strategic business support. Offshoring is one option for further cost optimization.
This document discusses special challenges that can arise when integrating an acquired business that was carved out of a larger parent company. It identifies four main challenges for acquirers of carved-out businesses: minimizing legal bottlenecks during the transfer process, preparing for rapid integration, ensuring a smooth transfer of the business, and retaining key personnel. The document provides recommendations for how acquirers can address each challenge through systematic planning and execution.
This chapter discusses key elements of corporate strategy including directional strategies, portfolio analysis, and corporate parenting. It covers determining a company's directional strategy through questions about growth, concentration, and diversification. Portfolio analysis involves viewing business units as investments and assigning roles. Corporate parenting focuses on synergies between a parent company and subsidiaries through sharing resources and capabilities. The goal is developing strategies that optimize performance across business units.
Early integration planning is critical for successfully implementing your M&A transaction. Mergers and acquisitions can create immediate value opportunities and provide a solid foundation for growth. However, a key challenge for any merger or acquisition is to quickly integrate operations using the same employees who are required to run the day-to-day business. Early planning, e.g., even prior to having a deal in place, will help you jumpstart the M&A integration process and can minimize employee distraction and workload. This document provides an overview of the steps that you can take to prepare for your merger or acquisition and successfully overcome these challenges.
For more information, please visit www.scottmadden.com.
This document outlines an agenda for a procurement meeting that includes: conducting a practical exercise to review organizational structure, metrics, challenges, and technology; discussing the top challenges facing Chief Procurement Officers; reviewing traditional versus upgraded procurement organization models; assessing technology basics and opportunities for leveraging technology; prioritizing key performance indicators; considering partnerships with suppliers; and managing risks.
The document provides an overview of various corporate analysis frameworks and strategies. It discusses concepts like the resource-based approach, value chain analysis, SWOT analysis, and growth strategies. The resource-based approach emphasizes analyzing a firm's internal resources and capabilities to achieve competitive advantages. Value chain analysis examines a firm's activities to identify sources of value and competitive advantages. SWOT analysis involves analyzing internal strengths and weaknesses and external opportunities and threats. Growth strategies aim to accelerate sales, profits, and market share through entering new markets or developing new products.
The document provides an analysis of strategic options for NewAlliance Bank's merchant services portfolio, including maintaining the current model, expanding through an ISO partnership, transforming to a more "bank centric" model, or outsourcing the portfolio. It summarizes the results of a functional review of the portfolio in areas like risk management, sales, and processing. A decision matrix is used to evaluate the risk and reward tradeoffs of each strategic option.
This document discusses acquisition and restructuring strategies. It defines mergers, acquisitions, and takeovers. Common reasons for acquisitions include increasing market power, overcoming barriers to entry, and learning new capabilities. However, acquisitions often face problems with integration, inadequate target evaluation, and an inability to achieve synergies. Effective acquisitions complement the acquiring firm's core business and are carefully planned. Restructuring strategies include downscoping by divesting non-core businesses and downsizing through job cuts. Outcomes depend on the strategy, and can include higher or lower performance and increased or reduced risks.
This document provides an overview of strategic management concepts. It defines key terms like strategic competitiveness, competitive advantage, and above-average returns. It describes models for achieving returns, like utilizing resources and capabilities. It also outlines the strategic management process of analyzing internal/external environments to formulate strategies to implement and achieve strategic competitiveness.
Private Equity Due Diligence - Think OperationalRamkumar ,PMP
Operational due diligence is important for private equity firms to identify areas for improvement in target companies, such as purchasing, supply chain, and sales. This allows firms to make informed buying decisions. Key areas of focus include sales and marketing capabilities, procurement spending analysis, manufacturing and supply chain network optimization, leveraging technology in administration, and assessing service provider risks. HCL recommends a systematic approach over 6-8 weeks involving subject matter experts and industry benchmarks to comprehensively evaluate a target company's performance, value creation potential, and risks.
The document provides an integration framework for post-acquisition integration. It outlines key guiding principles such as getting the integration strategy right and designing the integration program around benefit realization. It describes an implementation structure with focus on the first 100 days to realize quick wins. The framework also details setting up an integration structure with a steering group, manager, and cross-functional teams to integrate corporate functions such as finance, HR, IT, and legal.
The document discusses a firm's internal environment, including its resources, capabilities, and core competencies. It defines these terms and explains how they contribute to competitive advantage. Resources include tangible and intangible assets. Capabilities refer to how resources are deployed. Core competencies are rare, valuable capabilities that are costly for competitors to imitate. Firms use value chain analysis to evaluate resources and capabilities. Outsourcing non-core activities allows firms to focus on core competencies. Core competencies can become rigid over time if not managed properly.
Present.profitability analytics framework ima san antonio finalFernando Pico
The Profitability Analytics Center of Excellence (PACE) promotes a framework for profitability analytics that incorporates causal modeling. The framework includes revenue, cost, and investment models that quantify relationships between key elements based on causal factors rather than just correlations. By embedding causality into strategic planning, forecasting, and decision-making, management can better understand economic realities and manage the business toward strategic goals.
Majority of the M&As are a failure due to issues encountered in the post-merger integration. This is a detailed report on some of the salient features of integration that need to be considered during Mergers & Acquisitions.
[Whitepaper] Aberdeen Research Report: AP Invoice Management in a Networked E...Anybill
The Aberdeen Group just released their newest research report, "AP Invoice Management in a Networked Economy." The report discovered how Best-in-Class companies are leading the way toward improving both the internal and external facets of their financial operations.
The Big Payoff - Top Payables Performance Metrics and How to Achieve ThemSAP Ariba
This document provides an overview of key payables performance metrics that top performing organizations measure to improve cash management. It discusses metrics in four areas: process efficiency, discount capture, contract compliance, and working capital. Organizations that perform well in these areas can achieve savings of up to $15 million for every $1 billion in spend. The document also shares examples of specific metrics measured by GSK and Entergy to manage payables performance. It profiles their goals, dashboard reporting, and strategies to increase electronic invoicing and payments.
The document discusses implementing SAP Invoice Management to improve a company's purchase-to-pay process. It provides an overview of key features of SAP Invoice Management including 7 workflow types and 29 template variants. The document also discusses selecting an optimal optical character recognition system and highlights factors to consider such as full-text recognition, learning capabilities, and pricing models. Implementation best practices are covered such as developing a business case, customizing SAP Invoice Management, and leveraging project organization tools to generate business intelligence from invoice data and realize benefits like reduced processing costs.
Venta de Ropa por Catalogo – Venta para uso personal o para negocio / Aproveche, inicie o surta su negocio con productos espectaculares (Jeans, Blusas, Tejidos, Pijamas, Ropa Intima y muchos productos mas …)
Para aclarar sus dudas o inquietudes escriba o info@linnova.net o utilice el Formulario de Contacto de la pagina web www.linnova.net
This document provides a summary of major events that occurred in the Philippines in 2013, organized into four parts. Part 1 details various incidents including mass murders, deaths of notable individuals like Lolong the crocodile, maritime incidents with other countries, elections, natural disasters, and other events. Part 2 focuses on international news and notable trials. Part 3 covers sports achievements and events in the Philippines. Part 4 lists notable Filipino figures who passed away in 2013.
Mass media in education journals presentatnniyaabel
The document discusses mass media and journals, and their use in education. It defines mass media and its various forms, such as broadcast media, digital media, internet media. It then defines journals as daily records of events or publications issued at regular intervals, including academic and scholarly journals. The document discusses how journals can be used in the classroom, noting benefits like allowing students to reflect, solve problems, and examine relationships. It provides examples of journal writing topics and how teachers can use journals to better understand students. Potential negatives and their remedies are also outlined.
MBA Industrial. Metodologías Supply Chain Management y Lean ManufacturingFlorida Universitaria
El MBA Industrial es un Máster en Dirección de Empresas singular pues a las áreas de conocimiento propias de un programa MBA convencional incorpora una intensificación en Dirección de Operaciones lo que permite al alumnado especializarse en un ámbito que es clave para la competitividad empresarial, y que está alineada con las metodologías de gestión Lean Manufacturing y Supply Chain Management.
Esta combinación (visión global + especialización) permite asumir con mayores garantías de éxito el rol directivo y potenciará las posibilidades de crecimiento profesional.
El alumnado incorporará los conocimientos más avanzados en Gestión Industrial, fuertemente desarrollados en las empresas de los países líderes mundiales, así como en las empresas de servicios relacionados. Se trata de un Programa con fuerte vocación internacional y por ello gran parte del profesorado proviene directamente de empresas multinacionales de primer nivel, de sus oficinas corporativas de diferentes países europeos.
Los y las participantes adquirirán los conocimientos, las competencias y las habilidades necesarias para desarrollar con éxito, y en todos los niveles de la organización, las capacidades de dirección de empresas en entornos con un elevado nivel de exigencia productiva y logística, en empresas de perfil industrial, tecnológico y de servicios relacionados.
Resolución de 27 de octubre de 2008, de la Empresa Pública de Gestión de Programas Culturales, por la que se hace pública la relación de ayudas concedidas en apoyo a la creación y difusión del arte contemporáneo en la tercera fase de la convocatoria 2008.
Chris Kowalczyk - GammaRebels - Poland - Stanford Engineering - Mar 11 2013Burton Lee
This document profiles Krzysztof Kowalczyk, the founder and managing partner of GammaRebels and HardGamma Ventures. It provides details about his background, experience, and the accelerator and venture capital programs he runs in Poland. GammaRebels is a startup accelerator that provides seed funding and mentorship to early-stage companies. HardGamma Ventures is an early-stage venture capital fund that invests in startups from GammaRebels and other programs. The document discusses the Polish startup ecosystem and highlights some of GammaRebels' and HardGamma's portfolio companies.
Ch11 3. the subjunctive with indefinite people and thingslamariposa54
This document discusses the use of the subjunctive in adjective clauses in Spanish. It states that the subjunctive is used when the adjective clause refers to something indefinite or nonexistent, while the indicative is used when referring to something definite. It provides examples of using the subjunctive with indefinite antecedents like "a peace that is lasting" and nonexistent antecedents like "there is no candidate that I like". In questions asking about the existence of something, the subjunctive is also used, as in "Do you know any soldier who has gone to war?".
Mex bau projects and initiatives status deck 08312011 v09raul_ortega
La migración a EMV completa aún no puede definir su fecha de finalización debido a que falta iniciar la actualización de centros de pago no especiales y completar la información sobre la ubicación de terminales. Adicionalmente, la migración a la nueva plataforma MIT podría posponerse debido a dificultades en el proceso de conciliación. Finalmente, la fecha de migración de un hotel Starwood se pospuso a la espera de una cotización por parte de un proveedor.
1 plantilla trabajo practico mkd 2015 (1)nagoreruizp
Este documento presenta un plan de marketing directo para la empresa Rioka S.L. para dar a conocer y promover su bebida isotónica a base de agua marina. El plan incluye la descripción de la empresa y el producto, el perfil de clientes objetivo, una oferta promocional para conseguir contactos, propuestas para difundir la oferta como una página web, redes sociales, revistas y listados de contactos, el diseño de la oferta de venta, y un borrador de correo electrónico de marketing directo para enviar a los clientes
Indicadores de seguimiento de la sociedad de la información por CCAASantiago Limonche
Este documento presenta una tabla con indicadores sobre la sociedad de la información en Andalucía entre 2009 y 2013. La tabla incluye métricas sobre el acceso y uso de internet por parte de empresas en Andalucía, como el porcentaje de empresas con acceso a internet y banda ancha, y el uso de correo electrónico y firma digital. También incluye datos sobre formación y seguridad en TIC de las empresas andaluzas.
Las navajas de Taramundi son cuchillos artesanales con hojas de hierro estrechas y empuñaduras de madera fabricados en talleres en Asturias desde el siglo XVIII. El proceso de fabricación requiere herreros, tallistas y carpinteros que calientan el hierro, lo forjan a mano, afilan las hojas también a mano y ensamblan las hojas con las empuñaduras de madera, llevando 3 horas por navaja. Los talleres producen unas 12 navajas al día y ofrecen varios tipos
El documento define el ciberacoso (ciberbullying) como el uso de medios tecnológicos como Internet y teléfonos móviles para acosar psicológicamente a otros. Relata la historia de Phoebe Prince, una adolescente que se suicidó después de ser acosada en línea y en la escuela. Finalmente, ofrece consejos para prevenir el ciberacoso y recomendaciones sobre el uso seguro y responsable de Internet.
Resumen de la Salud en la Inteligencia Emocional, Autoestima y comunicaciónCarlos Verde
El documento trata sobre las emociones humanas. Explica que las emociones son habilidades psicológicas que nos permiten apreciar y expresar nuestras propias emociones y las de los demás para guiar nuestro pensamiento y comportamiento. También menciona que las emociones son importantes porque nos ayudan a responder a lo que nos sucede y a tomar decisiones. Luego enumera algunas emociones comunes como la vergüenza, empatía, admiración, orgullo, celos, simpatía, alegría y satisfacción.
This document provides an agenda and overview for an Elluminate Live! workshop. The agenda includes introductions, an overview of Elluminate Live!, and a question period. The discussion areas cover how to use various Elluminate Live! features, create engaging content, build a sense of community, and best practices. The overview explains the moderator interface, classroom management tools, audio/video features, polling, direct messaging, whiteboarding, and other tools. The document concludes with information on synchronous teaching methodology and using Elluminate Live! for applications like tutoring and meetings.
1) The document analyzes the strategic value of automating accounts payable processes for companies of various sizes.
2) It finds that while large enterprises have higher adoption of technologies, all companies struggle with paper-based invoices and exceptions.
3) Automating invoice receipt, approval workflows and payments can significantly reduce processing costs and times.
The document discusses accounts payable (A/P) transformation through outsourcing and automation. It finds that enterprises that outsource and automate their A/P functions experience 88% lower invoice processing costs, 52% faster invoice processing times, and 66% higher on-time payment rates compared to others. These "Best-in-Class" enterprises are more likely to standardize A/P operations, utilize shared services centers, and benchmark their processes. The document provides recommendations for enterprises to evaluate their A/P competencies, gain executive support, and implement a shared services center model to achieve better A/P performance.
ERP In Manufacturing 2012 - A Study done by Aberdeenakanaran
This document discusses manufacturers' evolving ERP strategies based on a survey of 173 manufacturing organizations. It finds that 92% have implemented ERP to address pressures like reducing costs, managing growth, and improving customer response times. The Best-in-Class outperform peers on key metrics like inventory reduction and on-time delivery. They employ strategies like streamlining processes and linking global operations. Successful ERP implementations require standardizing processes, integrating modules, and providing real-time data and alerts to drive decisions.
Source to Pay 2.0: Using Smart Enterprise Processes to Drive Global Effective...Genpact Ltd
This document discusses how procurement organizations can achieve higher effectiveness and better business outcomes through the use of smart enterprise processes. It outlines that effective organizations focus on outcomes rather than just efficiency, and achieve performance levels 2-3 times higher than average organizations. The document then introduces Genpact's Smart Enterprise Processes methodology, which takes a scientific approach to creating smarter processes that drive greater effectiveness across the source-to-pay lifecycle. Key aspects of the methodology include establishing clear linkages between activities and desired outcomes, managing processes at a granular level, and removing non-value adding activities. The methodology helps organizations achieve significant improvements such as 30-40% increased spend visibility and 5-10% reduced working capital.
The document summarizes key findings from Aberdeen Group's 2006 Invoice Reconciliation and Payment Benchmark Report. It finds that most companies have limited visibility into spending due to a reliance on paper invoices and lack of integrated systems. Only 4% of surveyed companies have real-time visibility into costs. It recommends that companies automate invoice processing, manage payment terms, leverage financial institution services, and integrate source-to-pay systems to improve visibility into spending and manage costs.
The Balance Scorecard: Presentation to the Institute of Electrical EngineersKinetik Solutions Ltd
The balanced scorecard is a crucial methodology for manufacturing managers to identify bottlenecks and exceptions in processes. It measures performance in financial, process, customer, and people areas to create a balanced and sustainable approach, rather than just focusing on targets. The scorecard is created by cross-functional teams and measures underlying drivers of performance like process velocity. It is reviewed regularly to focus on problem areas and drive process improvement through teams addressing the root causes of issues. Using a balanced scorecard approach frees up management time and empowers employees to make improvements.
T&E Expense Management The Best In Class Pillars Of Next Generation Expen...JohannaSchwark
The document discusses next-generation expense management for travel and entertainment (T&E) expenses. It finds that best-in-class organizations have driven lower expense processing costs, higher rates of business travel spend under management, and higher rates of policy compliance. These organizations leverage integration, analytics, and mobile capabilities as pillars of their expense management programs. The document recommends that all organizations develop visibility into T&E spending and formalize key expense management processes.
T&E Expense Management The Best In Class Pillars Of Next Generation Expen...JohannaSchwark
The document discusses next-generation expense management for travel and entertainment (T&E) expenses. It finds that best-in-class organizations have driven lower expense processing costs, higher rates of business travel spend under management, and higher rates of policy compliance. These organizations leverage integration, analytics, and mobile capabilities as pillars of their expense management programs. The document recommends that all organizations develop visibility into T&E spending and formalize key expense management processes.
Capital markets: The impact of business process operations improvementsGenpact Ltd
While Lean Six Sigma techniques reliably contribute to operational excellence, they do not necessarily identify the full impact of business process improvement programs. Specifically for Six Sigma, there has been reason for much criticism in the past. This article uses a real-life case related to the enhancement of a Capital Markets global business service delivery operation, and describes how to engage “client” and “delivery” executives in order to tightly align technical project execution with business strategy.
Sales and Operations Planning: Integrate with Finance and Improve RevenuesMarcio Thome
The document discusses how integrating sales, operations, and financial planning can help companies improve revenue and performance during economic volatility. It finds that the best-in-class companies are twice as likely to create profit-optimized plans and focus more holistically on supply, demand, and finance. While many companies still focus primarily on demand forecasting and inventory management, best-in-class firms evaluate scenarios, respond quickly to changes, and express plans in terms of revenue and margins. The document also notes that finance organizations see revenue improvement as a key priority and are increasingly involved in integrated planning through S&OP, though greater engagement is still needed.
The document provides information about a supply chain management forum in the oil and gas industry. It includes an overview of the speaker's background and company. The speaker discusses why supply chain transformations are important, considerations for transformation using the PACE framework, assessing maturity levels, and key aspects of a successful transformation including executive commitment, change management, understanding financial impacts, and people, processes, and tools. The speaker emphasizes the importance of measurement, understanding strengths and weaknesses, managing risks, and that transformation is a journey rather than a single event.
GRA - Scenario Planning: Addressing a Capability Gap Affecting Industry Compe...Rebecca Manjra
Exponential population and technology growth is occurring at a rate never before seen in history. Together, these forces have created the data driven world we live in. The business landscape has become more competitive and complex given the increased level of capability required to scale, evolve and rapidly gain market share; shortening the business maturity lifecycle.
A critical success factor to survival and succeed in both nature and business is the ability to learn and implement quickly – to adapt and evolve. By reducing the time it takes for your business to know what’s happening, learn what is needed for success and implement, you can outpace your competitors and capture new opportunities.
Today, there is an imperative to turn the vast seas of data into information, something useable which drives insights and enables us to make decisions which optimally utilise assets and resources. In operational speak, this entire process is enabled by excellence in Scenario Planning.
This presentation covers the relevancy of Scenario Planning today including an analysis of the stages of S&OP maturity as well as a case study with Simplot, a leading Australian food manufacturer and a leader in S&OP maturity and Scenario Planning.
This document discusses various multidimensional performance measurement models and tools, including the balanced scorecard, performance prism, activity-based budgeting, cash flow modeling, activity-based costing, quality management tools, value chain analysis, and customer relationship management. Real-world examples are provided for each tool to illustrate how companies have implemented them. While financial measures were considered most important by 71% of managers in one study, the document emphasizes that a combination of financial and non-financial metrics is needed to fully understand company performance across different dimensions.
The document discusses strategies for companies to achieve growth with existing resources through effective portfolio management. It finds that high growth companies expand sales channels while slower companies focus on cost reduction. Implementing portfolio management allows selecting the right projects and optimizing resource allocation. Benefits include increased effectiveness, reduced costs, and higher profits without additional investments. The key is to identify constraints, match capacity and pipeline, and select platforms that provide competitive advantage and accelerate innovation.
Best-in-Class organizations in strategic sourcing source 76% of their total spending through formal processes, 32% based on sustainable approaches, and identify 16% in average yearly savings. They are twice as likely to use scenario optimization and have commodity councils engaged in sourcing. To achieve Best-in-Class performance, companies must establish formal strategic sourcing with standardized processes, leverage e-sourcing to drive higher savings and automate processes, and invest in sustainability initiatives for long-term impacts on savings.
Scenario planning: addressing a capability gap affecting industry competitive...Charles Edwards
Exponential population and technology growth is occurring at a rate never before seen in history. Together, these forces have created the data driven world we live in. The business landscape has become more competitive and complex given the increased level of capability required to scale, evolve and rapidly gain market share; shortening the business maturity life cycle.
A critical success factor to survival and succeed in both nature and business is the ability to learn and implement quickly – to adapt and evolve. By reducing the time it takes for your business to know what’s happening, learn what is needed for success and implement, you can outpace your competitors and capture new opportunities.
Today, there is an imperative to turn the vast seas of data into information, something usable which drives insights and enables us to make decisions which optimally utilise assets and resources. In operational speak, this entire process is enabled by excellence in Scenario Planning.
This white paper covers the relevancy of Scenario Planning today, an analysis of the stages of S&OP maturity and a case study on Simplot, a leading Australian food manufacturer with mature S&OP and Scenario Planning capabilities.
PDF available here: http://www.gra.net.au/uploads/resource/129-GRA-Scenario-Planning-White-Paper.pdf
The document discusses how HR departments can use scorecards and dashboards to translate HR strategies into meaningful metrics and stay focused. It explains that the balanced scorecard approach involves setting objectives and metrics across four categories or "legs" - customer focus, financial performance, internal processes, and employee learning and growth. An effective balanced scorecard involves creating a strategic map linking these categories to overall organizational goals, then developing metrics at strategic, operational and tactical levels to monitor performance. HR plays an important role by ensuring employees have the skills and competencies needed to achieve goals in each category.
This document discusses expense management strategies for organizations. It defines expense management as an ongoing process of actively managing costs to ensure each dollar spent generates revenue or competitive advantage. The key elements of an effective expense management strategy include: understanding who initiates expenses and why expenses are incurred; using categories to analyze the underlying reasons for expenses; implementing strategic substitutions to reduce or eliminate expenses; establishing performance measures to monitor results; and integrating expense management into human capital strategies to engage employees.
Finance Process Optimization - Mapping the Journey to High PerformanceStephen G. Lynch
The document discusses using the Six Sigma model to optimize finance processes, which includes 5 steps: define, measure, analyze, improve, and control processes to enhance service delivery, drive out costs, and deliver value to stakeholders. It provides details on each step, such as defining customers and requirements, measuring baseline metrics and costs, analyzing performance gaps against benchmarks, and prioritizing improvement opportunities based on factors like critical processes and inefficiency. The goal is to transform processes through the Six Sigma methodology to meet stakeholder expectations.
Business Process Re-Engineering by ADITI WALIAAditi Walia
For the first time ever, this presentation on BPR has a wide coverage of so many topics regarding BPR, it includes not only definition + issues affecting BPR + about core processes of business + history about BPR + General Model + Role of IT in BPR + its objectives + Outcomes as well as problems related to BPR in a very simple and fluent manner along with interactive diagrams and figures so as to aid even the naive or first time reader.