Only 50% of mergers actually increase shareholder value. Why? Often, one of the culprits is product complexity. Companies that manage the complexity of a newly combined product portfolio can capture value, smooth the overall merger process
Spanning people, processes, and technologies: The business case for Collabora...IBM Rational software
This document discusses the business case for a collaborative DevOps approach between development and operations teams. DevOps at IBM takes a broader view than just deployment automation, aiming to improve automation, integration, collaboration, and optimization across the development and operations lifecycle to achieve better business outcomes. Key benefits of collaborative DevOps include aligning metrics and priorities between teams to reduce conflicting incentives, adopting a shared view of technical debt to minimize costs passed between teams, and gaining efficiencies across the entire software development and delivery process.
The document discusses product proliferation and strategic leadership. It provides examples of companies that offer many variations of products through different sizes, colors, and uses. This allows companies to target different market segments but can also confuse consumers. The document then discusses 11 characteristics of strategic leaders, including having a clear long-term vision, articulating their business model, commitment, being well-informed, willingness to delegate, astute use of power, emotional intelligence, balancing present and future needs, influencing rather than dominating, managing in both good and bad times, and anticipating and managing chaos.
Improving plant performance through Operational Excellence. The glass manufacturing industry faces major challenges including declining growth and demand, competitive pricing pressures, high fuel and labor costs, and the need for consistency in product and production. Operational excellence approaches can help glass manufacturers increase profits by reducing costs, improving quality and productivity, and optimizing operations. Mattcons consultants use strategies like lean manufacturing, total productive maintenance, and supply chain management to achieve operational improvements such as reduced manufacturing costs, improved equipment uptime, lower inventories, and reduced energy usage for clients in the glass industry.
Supply chain management is the streamlining of a business' supply-side activities to maximize customer value and to gain a competitive advantage in the marketplace. Supply chain management (SCM) represents an effort by suppliers to develop and implement supply chains that are as efficient and economical as possible. Supply chains cover everything from production, to product development, to the information systems needed to direct these undertakings.
This document is a cover sheet for a graduate business school assignment submitted by student Sumeet Duhan. It provides details about the assignment such as the student name and number, course, subject, study mode, lecturer name, assignment title, number of pages, whether a disk was included, date due, date submitted, and a plagiarism disclaimer signed by the student. It also includes a table of contents for the assignment which lists 7 sections on topics such as Dell Corporation, DHL, Dell's operations strategy, challenges and suggestions for Dell and DHL's operations strategies, and references.
This document discusses product lifecycle management (PLM) strategies for manufacturing industries. It describes PLM as an enterprise strategy that manages all product data throughout the product's lifecycle. The document then outlines a seven step PLM methodology: 1) identifying needs, 2) formulating solutions, 3) demonstrating return on investment, 4) describing a deployment plan, 5) going live, 6) providing post-live support, and 7) conducting post-live assessments. It also discusses PLM implementation, costs, software models, and benefits. PLM is presented as helping to reduce time, costs and errors while improving productivity, quality and profitability when compared to traditional communication systems.
This document discusses challenges with manual order distribution processes between home centers, manufacturers, and other partners. It notes issues like a lack of end-to-end order visibility, inconsistent pricing structures between partners, and communication bottlenecks. The document then introduces a potential solution, the Cilio Partners Portal, which is described as a web-based order logging and tracking system that can capture, distribute, and track orders electronically. It also provides reporting and analytics to help partners analyze sales performance and design effective promotions.
Spanning people, processes, and technologies: The business case for Collabora...IBM Rational software
This document discusses the business case for a collaborative DevOps approach between development and operations teams. DevOps at IBM takes a broader view than just deployment automation, aiming to improve automation, integration, collaboration, and optimization across the development and operations lifecycle to achieve better business outcomes. Key benefits of collaborative DevOps include aligning metrics and priorities between teams to reduce conflicting incentives, adopting a shared view of technical debt to minimize costs passed between teams, and gaining efficiencies across the entire software development and delivery process.
The document discusses product proliferation and strategic leadership. It provides examples of companies that offer many variations of products through different sizes, colors, and uses. This allows companies to target different market segments but can also confuse consumers. The document then discusses 11 characteristics of strategic leaders, including having a clear long-term vision, articulating their business model, commitment, being well-informed, willingness to delegate, astute use of power, emotional intelligence, balancing present and future needs, influencing rather than dominating, managing in both good and bad times, and anticipating and managing chaos.
Improving plant performance through Operational Excellence. The glass manufacturing industry faces major challenges including declining growth and demand, competitive pricing pressures, high fuel and labor costs, and the need for consistency in product and production. Operational excellence approaches can help glass manufacturers increase profits by reducing costs, improving quality and productivity, and optimizing operations. Mattcons consultants use strategies like lean manufacturing, total productive maintenance, and supply chain management to achieve operational improvements such as reduced manufacturing costs, improved equipment uptime, lower inventories, and reduced energy usage for clients in the glass industry.
Supply chain management is the streamlining of a business' supply-side activities to maximize customer value and to gain a competitive advantage in the marketplace. Supply chain management (SCM) represents an effort by suppliers to develop and implement supply chains that are as efficient and economical as possible. Supply chains cover everything from production, to product development, to the information systems needed to direct these undertakings.
This document is a cover sheet for a graduate business school assignment submitted by student Sumeet Duhan. It provides details about the assignment such as the student name and number, course, subject, study mode, lecturer name, assignment title, number of pages, whether a disk was included, date due, date submitted, and a plagiarism disclaimer signed by the student. It also includes a table of contents for the assignment which lists 7 sections on topics such as Dell Corporation, DHL, Dell's operations strategy, challenges and suggestions for Dell and DHL's operations strategies, and references.
This document discusses product lifecycle management (PLM) strategies for manufacturing industries. It describes PLM as an enterprise strategy that manages all product data throughout the product's lifecycle. The document then outlines a seven step PLM methodology: 1) identifying needs, 2) formulating solutions, 3) demonstrating return on investment, 4) describing a deployment plan, 5) going live, 6) providing post-live support, and 7) conducting post-live assessments. It also discusses PLM implementation, costs, software models, and benefits. PLM is presented as helping to reduce time, costs and errors while improving productivity, quality and profitability when compared to traditional communication systems.
This document discusses challenges with manual order distribution processes between home centers, manufacturers, and other partners. It notes issues like a lack of end-to-end order visibility, inconsistent pricing structures between partners, and communication bottlenecks. The document then introduces a potential solution, the Cilio Partners Portal, which is described as a web-based order logging and tracking system that can capture, distribute, and track orders electronically. It also provides reporting and analytics to help partners analyze sales performance and design effective promotions.
kurt salmon white paper consumer driven product developmentKurt Salmon
The document discusses consumer-driven product development in the fashion industry. It notes that product life cycles are getting shorter as consumer preferences change more rapidly. Industry leaders have made product development processes, organization, and systems a competitive advantage by developing the right products more efficiently and at faster speed-to-market. The document outlines best practices in five areas: effectiveness, efficiency, calendar management, organizational structure, and system support. It provides examples of how leading companies have improved their product development performance.
Maximizing Supply Chain Performance in the Transportation and Logistics IndustryCognizant
This document discusses the need for performance management in the transportation and logistics industry. It outlines that while most companies in this industry have deployed business intelligence tools, few have realized their full benefits. Effective performance management requires measuring the right key performance indicators, having consistent and credible data, and aligning metrics across partners in the supply chain. It enables organizations to optimize costs, improve customer service levels, and use logistics as a competitive differentiator.
HCLT Whitepaper: Responsive Efficient Customer- focused Creating Value Across...HCL Technologies
This document discusses supply chain optimization and HCL's offerings related to supply chain management. It identifies key industry trends like customer-driven responsive supply chains, shelf-connected supply chains, collaboration on forecasting and replenishment, and shelf analytics. It also summarizes HCL's services around implementation, upgrades, health checks, and application support for supply chain solutions like those from JDA Software.
Aberdeen executive sales and operations planning maturity levels and key sol...asar770218
The document discusses sales and operations planning (S&OP) maturity levels and key solutions. It explores the business challenges companies face, including rising costs and global complexity. S&OP aims to maximize profitability through cost control. The top focus areas for companies are supply chain visibility, inventory management, collaboration, and S&OP. As economic conditions remain unstable, S&OP is given more attention to integrate finance and manage complexity.
Unlocking the Value in Warranty ManagementCognizant
With the right combination of advanced systems and processes around warranty management, manufacturers can unlock value such a reduced costs, improved product quality, faster turnaround and better customer experience.
This document summarizes a presentation on global supply chain management trends and best practices. It discusses how supply chains have become more complex with globalization and outsourcing. Effective collaboration is challenging given the large number of interacting elements across multi-tier networks. It also notes a mismatch between the evolving complexity of business models and current operational models, highlighting the need for upgraded planning and execution capabilities to address this. The presentation uses examples like Boeing's 787 supply chain to illustrate complex multi-tier networks and the importance of collaboration with partners.
Etude annuelle Aéronautique & Défense "Programmes under pressure" (2011)PwC France
PwC a interrogé 28 dirigeants de 23 entreprises chefs de file du secteur de l’aérospatial et de la défense au Brésil, au Canada, en France, en Allemagne, en Inde, au Royaume-Uni et aux États-Unis, entre février et mai 2012. Retrouvez toutes nos publications sur : http://www.pwc.com/publications
The document discusses operational excellence strategies for bakery industries. It identifies major challenges like volatile commodity markets and increasing competition. Operational excellence through standardizing processes, integrating supply chains, and focusing on maintenance can help bakeries increase profits by reducing costs and improving productivity. Consulting services from Mattcons apply methodologies like lean manufacturing and total productive maintenance to help clients achieve significant improvements in key metrics.
Supply Chain Performance Management with IBMIBMElectronics
IBM's white paper on Supply Chain Performance Management describes the need for effective, efficient performance management software to help drive success in today's complicated supply chains.
My latest article has been published in APICS Magazine. We all know companies no longer battle other companies. More and more, it’s supply chains competing against other supply chains in the race to market supremacy.
Misalignment, which is often experienced by different silo’s/business functions, can now be methodically mapped.
The chapter discusses integrating and managing supply chains. It covers:
1) Internal and external integration across functions, partners, and digitally. The goal is providing maximum customer value at low cost.
2) Efficient consumer response extends collaboration across the supply chain to meet consumer demand through category management, replenishment, and enabling technologies.
3) Collaborative planning, forecasting and replenishment extends collaboration to strategic and operational levels through joint business plans and exception resolution.
Dell’s supply chain and logistics management Khoon Pyae
In this presentation, I highlighted upon main focus and model behind Dell's supply chain management. All the references materials are sited inside and hence you can learn more about the topic. Thanks.
Whitepaper: Supplier Collaboration Maturity Index - A Road Map for Evolution ...Manthan
This document discusses supplier collaboration maturity and proposes a four-level index for measuring an organization's maturity: Novice, Veteran, Dormant, and Evolved. It identifies key parameters that impact maturity: visibility, information exchange, automation, and supplier process maturity. The document provides an overview of each maturity level and recommendations for progressing to higher levels through improved processes, technology investments, and supplier collaboration portals.
While sustainability is an important consideration, the given document does not mention it. The challenges discussed are cost containment, visibility, risk management, increasing customer demands, and globalization.
Strategy for Supply Chain OptimisationSanjay Sethi
This document discusses optimizing supply chain performance across organizations. It argues that to be competitive, companies need to focus on agility, innovation, and partnerships beyond just cost reduction. The supply chain extends beyond a single organization's control and requires information sharing and collaboration between partners. Properly managing objectives and risks requires balancing competing goals like inventory levels, costs, and customer satisfaction both within and across organizations. The document advocates for collaborative planning between suppliers and retailers to improve forecasting and replenishment and make the supply chain more efficient.
Making Sense of Manufacturing Data - Industry 2.0 June 09Dhiren Gala
With increasing competition and ever demanding customers, manufacturing continues to face new challenges every day. By applying business intelligence techniques, manufacturing organizations can enhance operational management and realize new savings.
- Sanjay Mehta, CEO, MAIA Intelligence
Workflow Support for Failure Management in Federated OrganizationsRalf Klamma
Failure management for complex products (such as
production machinery) exemplifies a class of reactive workflow management tasks for which current WFMS offer few solutions. This class is characterized by great variation of tasks and cooperation patterns, the need to bring rich context knowledge to many different kinds of workplaces, and the need to interlink effective workflow execution with continuous organizational learning. In the German FOQUS project, we have prototyped and evaluated a WFMS architecture which addresses these problems through (a) the encapsulation of problem context in electronic circulation folders; (b) a semantic trading mechanism managing the flow of such folders in a
highly flexible manner; (c) a concept for process-integrated workplaces in which the necessary information is made effectively available in the usual working environment of the different kinds of users; (d) metamodeling techniques to support change in this environment.
The Experience Design Framework: A Design Thinking Guide for Product Success ...Lang Richardson
A presentation outlining how Experience Design Improves Product Businesses. Langston synthesized structures from his past experiences as well as common industry practices to present to a local Bay Area MeetUp his ideas on structuring teams to produce excellent products.
Administrative Cost Savings through Invoice VerificationsMulti Service
By incorporating strategic invoice verifications into the accounting process, an organization can significantly reduce the cost to process transactions and eliminate man-hours dedicated to invoice dispute and resolution. This paper discusses various types of automated invoice verification process, their purpose and the advantages stemming from a strategically implemented electronic payment program.
How to use media queries to optimize the same markup for different devices and features.
Get an overview for designing sites for mobile, desktop and even the iPad. Examples include mimicking native appearance and animations with CSS3.
kurt salmon white paper consumer driven product developmentKurt Salmon
The document discusses consumer-driven product development in the fashion industry. It notes that product life cycles are getting shorter as consumer preferences change more rapidly. Industry leaders have made product development processes, organization, and systems a competitive advantage by developing the right products more efficiently and at faster speed-to-market. The document outlines best practices in five areas: effectiveness, efficiency, calendar management, organizational structure, and system support. It provides examples of how leading companies have improved their product development performance.
Maximizing Supply Chain Performance in the Transportation and Logistics IndustryCognizant
This document discusses the need for performance management in the transportation and logistics industry. It outlines that while most companies in this industry have deployed business intelligence tools, few have realized their full benefits. Effective performance management requires measuring the right key performance indicators, having consistent and credible data, and aligning metrics across partners in the supply chain. It enables organizations to optimize costs, improve customer service levels, and use logistics as a competitive differentiator.
HCLT Whitepaper: Responsive Efficient Customer- focused Creating Value Across...HCL Technologies
This document discusses supply chain optimization and HCL's offerings related to supply chain management. It identifies key industry trends like customer-driven responsive supply chains, shelf-connected supply chains, collaboration on forecasting and replenishment, and shelf analytics. It also summarizes HCL's services around implementation, upgrades, health checks, and application support for supply chain solutions like those from JDA Software.
Aberdeen executive sales and operations planning maturity levels and key sol...asar770218
The document discusses sales and operations planning (S&OP) maturity levels and key solutions. It explores the business challenges companies face, including rising costs and global complexity. S&OP aims to maximize profitability through cost control. The top focus areas for companies are supply chain visibility, inventory management, collaboration, and S&OP. As economic conditions remain unstable, S&OP is given more attention to integrate finance and manage complexity.
Unlocking the Value in Warranty ManagementCognizant
With the right combination of advanced systems and processes around warranty management, manufacturers can unlock value such a reduced costs, improved product quality, faster turnaround and better customer experience.
This document summarizes a presentation on global supply chain management trends and best practices. It discusses how supply chains have become more complex with globalization and outsourcing. Effective collaboration is challenging given the large number of interacting elements across multi-tier networks. It also notes a mismatch between the evolving complexity of business models and current operational models, highlighting the need for upgraded planning and execution capabilities to address this. The presentation uses examples like Boeing's 787 supply chain to illustrate complex multi-tier networks and the importance of collaboration with partners.
Etude annuelle Aéronautique & Défense "Programmes under pressure" (2011)PwC France
PwC a interrogé 28 dirigeants de 23 entreprises chefs de file du secteur de l’aérospatial et de la défense au Brésil, au Canada, en France, en Allemagne, en Inde, au Royaume-Uni et aux États-Unis, entre février et mai 2012. Retrouvez toutes nos publications sur : http://www.pwc.com/publications
The document discusses operational excellence strategies for bakery industries. It identifies major challenges like volatile commodity markets and increasing competition. Operational excellence through standardizing processes, integrating supply chains, and focusing on maintenance can help bakeries increase profits by reducing costs and improving productivity. Consulting services from Mattcons apply methodologies like lean manufacturing and total productive maintenance to help clients achieve significant improvements in key metrics.
Supply Chain Performance Management with IBMIBMElectronics
IBM's white paper on Supply Chain Performance Management describes the need for effective, efficient performance management software to help drive success in today's complicated supply chains.
My latest article has been published in APICS Magazine. We all know companies no longer battle other companies. More and more, it’s supply chains competing against other supply chains in the race to market supremacy.
Misalignment, which is often experienced by different silo’s/business functions, can now be methodically mapped.
The chapter discusses integrating and managing supply chains. It covers:
1) Internal and external integration across functions, partners, and digitally. The goal is providing maximum customer value at low cost.
2) Efficient consumer response extends collaboration across the supply chain to meet consumer demand through category management, replenishment, and enabling technologies.
3) Collaborative planning, forecasting and replenishment extends collaboration to strategic and operational levels through joint business plans and exception resolution.
Dell’s supply chain and logistics management Khoon Pyae
In this presentation, I highlighted upon main focus and model behind Dell's supply chain management. All the references materials are sited inside and hence you can learn more about the topic. Thanks.
Whitepaper: Supplier Collaboration Maturity Index - A Road Map for Evolution ...Manthan
This document discusses supplier collaboration maturity and proposes a four-level index for measuring an organization's maturity: Novice, Veteran, Dormant, and Evolved. It identifies key parameters that impact maturity: visibility, information exchange, automation, and supplier process maturity. The document provides an overview of each maturity level and recommendations for progressing to higher levels through improved processes, technology investments, and supplier collaboration portals.
While sustainability is an important consideration, the given document does not mention it. The challenges discussed are cost containment, visibility, risk management, increasing customer demands, and globalization.
Strategy for Supply Chain OptimisationSanjay Sethi
This document discusses optimizing supply chain performance across organizations. It argues that to be competitive, companies need to focus on agility, innovation, and partnerships beyond just cost reduction. The supply chain extends beyond a single organization's control and requires information sharing and collaboration between partners. Properly managing objectives and risks requires balancing competing goals like inventory levels, costs, and customer satisfaction both within and across organizations. The document advocates for collaborative planning between suppliers and retailers to improve forecasting and replenishment and make the supply chain more efficient.
Making Sense of Manufacturing Data - Industry 2.0 June 09Dhiren Gala
With increasing competition and ever demanding customers, manufacturing continues to face new challenges every day. By applying business intelligence techniques, manufacturing organizations can enhance operational management and realize new savings.
- Sanjay Mehta, CEO, MAIA Intelligence
Workflow Support for Failure Management in Federated OrganizationsRalf Klamma
Failure management for complex products (such as
production machinery) exemplifies a class of reactive workflow management tasks for which current WFMS offer few solutions. This class is characterized by great variation of tasks and cooperation patterns, the need to bring rich context knowledge to many different kinds of workplaces, and the need to interlink effective workflow execution with continuous organizational learning. In the German FOQUS project, we have prototyped and evaluated a WFMS architecture which addresses these problems through (a) the encapsulation of problem context in electronic circulation folders; (b) a semantic trading mechanism managing the flow of such folders in a
highly flexible manner; (c) a concept for process-integrated workplaces in which the necessary information is made effectively available in the usual working environment of the different kinds of users; (d) metamodeling techniques to support change in this environment.
The Experience Design Framework: A Design Thinking Guide for Product Success ...Lang Richardson
A presentation outlining how Experience Design Improves Product Businesses. Langston synthesized structures from his past experiences as well as common industry practices to present to a local Bay Area MeetUp his ideas on structuring teams to produce excellent products.
Administrative Cost Savings through Invoice VerificationsMulti Service
By incorporating strategic invoice verifications into the accounting process, an organization can significantly reduce the cost to process transactions and eliminate man-hours dedicated to invoice dispute and resolution. This paper discusses various types of automated invoice verification process, their purpose and the advantages stemming from a strategically implemented electronic payment program.
How to use media queries to optimize the same markup for different devices and features.
Get an overview for designing sites for mobile, desktop and even the iPad. Examples include mimicking native appearance and animations with CSS3.
The document repeats the title "Week 1 Summer Programming at Sorrento Centre 2014" 20 times, indicating a schedule or agenda for programming activities during the first week of summer at Sorrento Centre in 2014.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive function. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms for those who already suffer from conditions like anxiety and depression.
The document discusses the dangers of traditional coiled tube radio systems that force users to plug one ear. This reduces binaural awareness and the ability to localize sounds. The solution presented is the earHero, which uses small micro speakers placed in the ear canal to allow the user to hear the radio and their surroundings simultaneously and binaurally. The earHero offers stealth, security, comfort, and gives users in sensitive fields every advantage through improved spatial awareness.
Şule introduces some important historical sites in Afyonkarahisar, Turkey. These include Afyon Castle built by the Hittites, Zafer Museum which became a museum in 1933, and İmaret Mosque built by Gedik Ahmet Pasha during the Ottoman Empire. Şule also mentions Ulu Mosque built in 1273 during the Seljuk Empire, and Anıt Park, a national park located 16 km from Afyon. Şule encourages visiting Afyon to learn about Turkey's history as it has many historical buildings and places that showcase the country's past.
Skaters in Rimini listen to rap music and wear baggy clothing like large caps while having fun skateboarding and doing tricks. Gabbers, a youth group from the Netherlands, listen to hardcore techno music and have a mix of styles including hooligan fashion and sportswear with shaved heads and tracksuits or polo shirts. In Rimini there are also Truzzi who dress in tight clothes and accessories like hats and sunglasses, spend a lot on their look, and listen to house and techno music at clubs on weekends.
The document outlines a navigation flow and optimization plan for the Feelgoodapartments website. It proposes changes to increase keyword density and local segmentation by adding relevant links and content on category, city, and district specific pages. It also recommends setting up a corporate blog to generate more backlinks and traffic, implementing friendly URLs for better semantics, and redirecting legacy links for a seamless transition.
Debut Collection for SS11.
Inspired by Marie Antoinette and the French Revolution, SS11 creates a series juxtaposed ideals through use of fabrics and textile processes. SS11 embodies all that is feminine with a slight air of masculinity.
This document summarizes several teen tribes or groups, including Emo, Punk, Truzzi, Metalheads, and Nerds. It provides descriptions of how members of each group typically dress, what music they listen to, and some of their characteristics and behaviors. For Truzzi, it includes a short questionnaire to understand if the reader identifies as a member of that group. The document aims to describe different groups that teenagers may associate with.
The document provides instructions for accessing PowerSchool, an online gradebook system, using a single sign-on. It explains that parents can view all of their students' grades and assignments in one account. It also mentions that a new mobile app is available for iPhone, iPad and iPod Touch devices.
Addressing the Change and Configuration Management ImperativePTC
Mention “Change and Configuration Management” (CCM) to even the boldest
manufacturing executives, and they’ll tell you it’s a serious and complex issue that is
frequently a stumbling block. More often than not, companies wistfully hope CCM
can be magically solved by a set of patchwork solutions.
Dealing with chaos - 4 steps to manufacturing success, white paper, ERPGodlan, Inc
White Paper - Dealing with chaos - 4 steps to manufacturing success
About Godlan Inc.
For over 20 years, Godlan has worked with Manufacturers and Distributors of all shapes and sizes. Our team of consultative professionals boast many certifications including MBA, CPA, CPIM, as well as having an average of 10 years of manufacturing and operations management per individual.
Over the years single Godlan has implemented hundreds of manufacturing execution systems and performed countless data conversions. We have gained a deep knowledge base of best practices by working with customers worldwide. Godlan consultants know the industry, understand the challenges, and have first-hand experience with solving organizational problems.
This experience combines with a commitment to success by providing solutions that are tailored to the company's individual needs. Godlan is proud of the relationships it has with its customers and understands that maintaining those relationships is as important as providing effective, real-world business solutions.
Specialties
:
Manufacturing Performance Consulting, Discrete Manufacturing Software, Manufacturing ERP, Accounting Software, Furniture, Aerospace & Defense, Automotive, Chemical, Equipment, Food & Beverage, Medical Device, High Tech & Electronics, Industrial, Fabricated Metals, Made to Order, Discrete
www.Godlan.com
586-464-4400
The document discusses product proliferation, which is when organizations market many variations of the same products through different colors, sizes, and uses. While this diversity can help firms capture market share, it can also waste economic resources and confuse consumers. The document also discusses cost leadership strategies, product bundling, and economies of scope. Product bundling involves offering multiple products together as one combined product, while economies of scope are cost advantages from providing a variety of products rather than specializing in one. Finally, the document outlines the value chain concept and primary and support activities in value chain analysis.
Madness, Mergers, Acquisitions, and DivestituresFindWhitePapers
1) Mergers and acquisitions often fail due to challenges integrating processes, systems, employees and customers between the merging companies after the deal closes.
2) The premerger assessment phase is critical for determining synergies, evaluating technology landscapes, and gaining insights needed to reduce risks of postmerger integration failures.
3) Having a flexible IT environment that can rapidly merge and align processes is essential for supporting the common path of a successful merger - from premerger assessment, to accelerating postmerger integration through solutions like master data management and business process platforms.
Crm maximizing crm effectiveness during lean timesMarcus Vannini
1) This document discusses ways that companies can maximize the effectiveness of their customer relationship management (CRM) systems during economic downturns.
2) It recommends six areas of focus: increasing sales effectiveness, improving forecasting accuracy, engendering customer loyalty, enhancing marketing results, reducing customer service costs, and leveraging CRM technologies to gain advantages when the economy rebounds.
3) Specific strategies discussed include using web tools to help salespeople prospect more efficiently, embedding best practices into sales workflows to drive consistency, integrating historical sales data into forecasting to improve accuracy, and using loyalty applications integrated with CRM to better target customers and incentives.
The document discusses various corporate level strategies that companies adopt including:
1. Concentrated growth where a company focuses resources on growing a single product, market, or technology. IBM is provided as an example.
2. Acquisitions where a company purchases another firm to gain competencies or market share. Problems with acquisitions are also outlined.
3. Other strategies discussed include vertical integration, horizontal integration, strategic alliances, diversification through concentric or conglomerate means, turnaround, divestiture, liquidation, and bankruptcy.
The factors influencing which strategy to adopt based on a company's competitive position and market growth are mapped out.
The document discusses mergers and acquisitions (M&A) activity in the global chemicals industry in the second quarter of 2010. It provides an analysis of M&A deals, focusing on the importance of integration to realize synergies and maximize deal value. Key points discussed include identifying synergy targets, the emphasis on cost containment during integration, and strategies for successful integration such as securing leadership commitment and executing quickly.
The document discusses strategies used by "Complexity Masters" - companies that have successfully managed increasing supply chain complexity. It identifies forces like cost pressures that drive complexity. It also analyzes paradoxes where company priorities don't align with actions. Complexity Masters resolve these through strategies like collaborating with customers, managing products, and advanced technology. They have mastered processes within their organization and across partners.
This document analyzes factors that enable productivity using data from the Benchmark Index service. It finds that strategies focusing on market share build lower productivity than periods of consolidation focusing on existing customers. Graduate employment significantly impacts manufacturing productivity. Staff retention is critical, with high turnover reducing productivity by up to 25% in services. Training increases productivity more in manufacturing (up to 24%) than services (can reduce it by 18%). Expenditure on training improves productivity more in manufacturing (up to 47%) than services (up to 12%). Partnerships within supply chains and innovation yield earlier benefits for manufacturers. Automation and higher manager ratios correlate with higher productivity.
Cement plant catalog for operational excellenceMattcons
The document discusses strategies for improving operational excellence in cement industries. It outlines major challenges like volatile commodity markets and high energy consumption. Adopting an operational excellence model can help standardize processes, integrate operations, and support business strategies. Mattcons consultants can assist with increasing value through strategies to improve equipment uptime, reduce costs, drive culture change, and support growth initiatives. Their approach aims to maximize profitability and cash flow through techniques like Lean Manufacturing, TPM, and supply chain management.
The Rapid Inventory Rightsizing (RIR) program helps companies free up 10-30% of inventory value in cash by improving inventory targets. It identifies excess inventory not optimally used and rightsizes levels while maintaining high customer service. The process can generate millions in cash quickly and improve financial metrics. RIR consists of immediately reducing low value inventory, adjusting targets for changing demand, and ongoing review to sustain benefits over time.
150408 wpc business simplification overview v fDavid Toth
A perspective and guide to business simplification in the 21st century. Companies may need to consider first simplifying in order to grow and/or achieve their desired level of earnings.
Manufacturing a digital transformation - ebookElliot Drabs
The document discusses how manufacturing companies can undergo a digital transformation to improve operational efficiency. It explains that digital transformation involves increasing interconnectivity between business units, gaining granular data insights from processes, and automating repetitive tasks. Case studies show how design changes, supplier relationships, and fault detection can benefit from these approaches. The conclusion emphasizes that digital transformation is a multidisciplinary effort requiring technology and business expertise to strategically leverage data and drive business performance.
The document provides a framework for evaluating enterprise software companies by addressing common misconceptions. It discusses that business models help guide strategy but both need to be considered together for strong execution. It also notes that cost structures need to be aligned to business models and that switching costs can take various forms beyond just replacing core systems. Distribution is also highlighted as an important factor for creating competitive advantages through network effects and expanding customer bases. The key is to qualitatively understand products, industries and company cultures to properly assess factors that drive long-term free cash flow.
Industrial Restructuration Avoiding the M&A Nightmare.Datonix.it
Mergers and acquisitions often fail to create value due to data complexity and subjective opinions rather than objective data insights. Most M&A deals do not deliver sustainable added value, with 70-90% failing according to research. For M&A to succeed, organizations must address data complexity early on by improving data accuracy and management through tools like analytical appliances and cloud processing to unify and validate data for strategic decision making. Only with high quality, unified data can the anticipated synergies of M&A deals be fully realized.
Organizations can transform their product disclosure processes through seven innovative approaches:
1. Roll automation can increase efficiency and reduce time-to-market by automating tasks and allowing parallel work.
2. Common content management can reduce verification time by centrally managing repeated content.
3. Master shells can improve time-to-market for entire portfolios by authoring content once for conditional use.
4. White labelling can produce branded variants without duplicating verification.
5. Verification certification provides transparency and auditability of the disclosure process.
6. One-click publishing can generate documents from a single verified content source.
7. Data integration can leverage business data to populate disclosure documents.
This document discusses eight strategies for implementing concept-to-customer supply chain management. The concept-to-customer approach views a company's supply chain across three dimensions: internal, external, and customer. The eight strategies are: 1) dynamically adjusting networks, 2) taking a global view of demand, 3) working the supply network, 4) boosting asset productivity, 5) collaborating across the supply chain, 6) gaining end-to-end visibility, 7) responding in real-time, and 8) measuring performance across the entire chain. Implementing these strategies helps companies establish resilient supply chains that can adapt to business dynamics and focus on customers.
The Social Physics of Cloud-Native Transformation: Changing Organizational In...VMware Tanzu
SpringOne Platform
Session Title: The Social Physics of Cloud-Native Transformation: Changing Organizational Inertia
Speakers: Banu Parasuraman, Chief Technologist, Wipro and Rahul Shah, VP and Global Head of Consultative Sales, Partnerships and Solutions for Wipro Digital, Wipro Digital
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Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
1. Untangling Product Complexity
in M&A
Addressing complexity before it strikes
M&A is a powerful instrument. Acquiring another company is often
the fastest way to gain access to complementary technology, channels
and other critical assets without the risks or travails of organic growth.
However, only 50 percent of mergers actually increase shareholder
value. Why? Often, the culprit is product complexity. Companies
that manage the complexity of a newly combined product portfolio
can capture value, smooth the overall merger process—and deliver
the full promise of M&A.
M&A is a well-known avenue for im- However, numerous studies sug- Mergers and
proving competitive position. Consider gest that mergers only have a 50
the acquisition of PeopleSoft by Oracle percent likelihood of achieving a sus- acquisitions are
to gain access to customers and chan- tained increase in shareholder value.
nels; the buyout of Organon by We believe this is due to increased likely to increase,
Schering-Plough to increase its large- product complexity, the result of com-
molecule R&D capabilities and increase bining two companies’ products and as companies that
its product pipeline; and the merger of services and the processes necessary to
the Burlington Northern Railroad with manufacture and deliver them (see
weather the down-
the Santa Fe Pacific to realize opera- sidebar: Why It’s So Tough to Manage
tional efficiencies. Mergers and acqui- Product Complexity). Effective complex-
sitions are likely to increase in the ity management, challenging enough
turn will be on the
current economic climate, as compa- under normal circumstances, becomes
nies that weather the downturn will be both more crucial and more difficult
prowl to acquire
on the prowl to acquire weaker compa- during a merger or acquisition.
nies on attractive terms.
weaker companies
In theory, M&A achieves value Managing Product Complexity
through top-line and bottom-line syn- Can Pay Off on attractive terms.
ergies. Top-line opportunities include Addressing the underlying complexity
cross-selling, product line extensions of the combined product (and process)
and gaining access to new channels portfolio is at the core of M&A success.
and customers. Bottom-line synergies Cost savings is one reason: A company
include rationalizing assets and capital, can cut costs by up to 30 percent as
improving productivity, and improv- a result of complexity management
ing sales, general and administrative (see figure 1 on the following page). Let’s
(SG&A) costs. examine the advantages of properly
2. FIGURE 1: Potential complexity management savings across companies also makes custom-
ers less nervous: Will our product
Automotive Chemicals continue to be supported? Will we
and industrial and process Consumer Financial have to change dealers? What about
Segment products industry goods services
the upgrades we were counting on?
Product development 10%-30% 3%-5% 3%-10% 5%-15% When these issues are resolved, cus-
Purchasing 5%-15% 3%-5% 4%-7% 5%-10% tomers are less likely to switch to a
Production 10%-30% 3%-5% 3%-5% competitor (trading performance for
10%-20%
Logistics 5%-30% 3%-5% 3%-5% predictability).
Moreover, properly managing
Sales and marketing 3%-5% 3%-5% 4%-7% 4%-7%
product complexity offers benefits for
Source: A.T. Kearney
the broader M&A integration. When
product complexity is contained, com-
managed product complexity: Maintaining an interconnected manu- panies experience fewer quality issues,
From a bottom-line perspective, facturing footprint is less costly, and manufacturing delays and customer
well-integrated product portfolios result supporting fewer technologies or stan- complaints. Management can focus on
in better-utilized manufacturing facili- dards also requires fewer investments. accelerating returns from the new
ties, properly diversified sourcing for From a top-line perspective, the combined business, rather than the
raw materials and components, and impact is more subtle but equally squabbles that often occur when two
streamlined production processes. An important. For example, a simpler com- companies struggle to integrate.
infrastructure that supports multiple bined product range creates less con-
products and variants also benefits fusion among salespeople. Confused Don’t Wait for Day One
other functions. For example, since salespeople often sell the products they Creating a product complexity man-
the company does not require more know instead of those that increase the agement blueprint before M&A offi-
sophisticated control and reporting value of the new combined company. cially begins is vital. Armed with the
systems, it needs fewer IT investments. A clear plan for product integration blueprint, leadership can be ready
before the post-close integration, when
a flurry of tactical and emergency mat-
ters tend to engulf most companies.
Why It’s So Tough to Manage Product Complexity
Before developing the blueprint,
Why is managing product complexity so difficult during the M&A process? it is a good idea for the company to
There are three main reasons: assign ownership for the complexity
Product complexity is often overlooked even before an acquisition is management effort to an individual
decided. Few companies preemptively manage their product portfolio on a sus- leader from the acquiring company,
tained basis, either because they lack the tools to understand their true product
supported by a small team.
costs, or for fear of hurting profitability by retiring older products.
Once this team is assembled, the
Mergers exacerbate the complexity challenge, by amalgamating new prod-
ucts, services, assets and processes in a daunting mix. Managers are fearful of company is ready to begin the
making rushed decisions to simplify this mix that may harm future performance. JumpStart approach to M&A com-
There are few incentives to tackle portfolio complexity early on in the plexity management (see figure 2).
merger process. To show rapid value creation, the executive leadership gener- This approach helps both companies
ally focuses on low-hanging fruit with a proven track record of synergy, such as exchange information and prepare
procurement or SG&A rationalization. At the same time, leaders are generally integration opportunities, while also
careful to show respect for the products of the acquired company as a sign of
remaining compliant with legislation
goodwill, thus delaying product rationalization.
before the deal is officially closed. Even
companies that are restricted from
3. FIGURE 2: Complexity management timeline ucts, components, functionalities and
cost elements. A picture will begin to
M&A planning timeline emerge of which products or compo-
nents from each company deliver the
Target ID Due diligence Financing and negotiations Integration
most value.
The assessment allows the organi-
0 3 6 9 zation to see the end-to-end “cost pic-
Form 1. 2. 3. ture” of any product. This picture cuts
team Assessment Mapping Blueprint design across P&L and reporting lines and is
Source: A.T. Kearney often the first time the organization
can assess the true cost of complexity.
Blueprint design. The product
interacting in the pre-merger phase Assessment. Once the product profiles are the foundation of the inte-
can use a “clean room” to strengthen universe is mapped for each company, gration blueprint. For all products
and accelerate their integration plan- product variants are assessed to create planned to be part of the combined
ning. Integration teams may wish to a database of “product profiles” that is portfolio, this blueprint defines the
host small synergy summits to build used to identify best-of-breed prod- optimal combination of components
relationships and plot product port-
folio integration strategies.
The following offers more details
of the three-step process: What the Leaders Do Right
Mapping. The M&A team devel- There are significant complexity challenges in M&A, but best-practice companies
ops a map of product complexity for are able to counter them. How do they do it? There are four traits that leading
the acquiring company and the target companies share:
company, simultaneously. This map Address common issues in M&A. Leading companies never succumb to
creates a picture of the universe of poorly planned integrations no matter what the reason: lack of M&A experi-
ence; entrenched resistance to rationalization on either side; or the acquirer’s
product variations, options and sub-
reluctance to quickly launch a critical product review for fear of destroying
components for each.
goodwill toward the acquired company. Leaders address such issues well before
Although mapping may seem the deal closes.
easy, we find that only best-practice Understand reasons for complexity and its impact. Best-practice compa-
companies, even in manufacturing, nies are fully aware of the complexity of their products or services and employ
maintain a complete and current view complexity management initiatives that usually uncover many more product or
of their product and component vari- service variations than the company was aware of. In fact, variant trees designed
ants and combinations (see sidebar: to graphically represent products or services variations never fail to astonish exec-
utives who thought they knew the extent of their product portfolio inside-out.
What the Leaders Do Right). A detailed
Increase transparency. Lack of information and data transparency at the
map ensures that these companies
enterprise level hinders executives’ ability to measure the firm’s product and
never underestimate the complexity of service complexity. The best firms uncover buried data from across the IT systems
their product portfolio—a widespread of different departments and use it to create a platform for effective data synthe-
problem in manufacturing, and even sis and analysis. Enterprise-wide transparency provides a thorough view of the
more so in service industries where complexity landscape.
there are no SKUs to identify a partic- Own the complexity management process. Product complexity often has
ular service. many masters, with little perspective on their interplay. A best-practice company
makes a point to assign owner(s) to the complexity management process. In so
The map also accounts for future
doing, complexity never slips through the cracks of the due diligence process.
product changes and new products in
various stages of development.
4. and features, and corresponding cost- prehensive view of product com- sition. Companies that engage in this
to-serve. plexity and its associated costs and process early will see multiple benefits:
The blueprint has an outward performance impact across both orga- cost savings from well-integrated pro-
focus, factoring in market coverage, nizations. This avoids cultural and duction processes, increased value in
product substitution and customer perception biases, and the preferential the product portfolio, and in-depth
preferences; and an inward focus, treatment of the acquiring company’s collaboration between the acquirer
accounting for cost and performance products, which are all-too-common and the acquired. Ultimately, success-
data on the product portfolio. Finally, in M&A. fully managing complexity will ease
a detailed scenario analysis is used to the integration process and increase
quantify the impact of the blueprint Losing Complexity, Gaining the odds of a successful merger.
as it relates to the merger’s objectives. M&A Value
A key advantage of this approach Managing product complexity adds
is that it develops an objective, com- tremendous value to a merger or acqui-
Authors
Joachim Ebert is a partner in the Chicago office and can be reached at joachim.ebert@atkearney.com.
Olivier Aries is a principal in the Cambridge office and can be reached at olivier.aries@atkearney.com.
Michael Hu is a consultant in the Chicago office and can be reached at michael.hu@atkearney.com.
A.T. Kearney is a global management consulting firm that uses A.T. Kearney, Inc. 1 312 648 0111
strategic insight, tailored solutions and a collaborative working Marketing & Communications email: insight@atkearney.com
style to help clients achieve sustainable results. Since 1926, we 222 West Adams Street www.atkearney.com
have been trusted advisors on CEO-agenda issues to the world’s Chicago, Illinois 60606 U.S.A.
leading corporations across all major industries. A.T. Kearney’s
offices are located in major business centers in 36 countries.
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