《并购整合咨询框架1》由会员分享，可在线阅读，更多相关《并购整合咨询框架1（60页珍藏版）》请在金锄头文库上搜索。
1、March2002Merger IntegrationIntellectual Capital CollectionGeneric ProposalA.T.Kearney4/1375C/MergerIntegration108319_Macros2Table of contentsnExecutiveSummarynOurUnderstandingofYourSituationnA.T.KearneysPerspectiveonMergerIntegrationnProposedOverallApproachnRealizingIntegrationSynergiesnIntegrationM
2、anagementnA.T.KearneyQualificationsA.T.Kearney4/1375C/MergerIntegration108319_Macros3Executive SummaryThis section is tailored to the client situation and summarizes the approach proposed in the documentA.T.Kearney4/1375C/MergerIntegration108319_Macros4Our Understanding your SituationThis section is
3、 tailored to the client situation and summarizes the key drivers of the merger. It should highlight relevant quantitative and qualitative analysis that demonstrate our insight into the clients particular challenges and drivers of success for the integrationA.T.Kearney4/1375C/MergerIntegration108319_
4、Macros5A.T. Kearneys Perspective on Merger IntegrationA.T.Kearney4/1375C/MergerIntegration108319_Macros6The best value-builders combine organic growth with mergers and acquisitionsSource:A.T.KearneyMonographonValue-BuildingGrowth 2001RevenueGrowthValue GrowthUnder performersProfit SeekersSimple Grow
5、ersValue GrowersGrowth Matrix (CAGR 1988-2000)Value Growers Follow Conscious, Constant Process To Growth A.T.Kearney4/1375C/MergerIntegration108319_Macros7Mergers and acquisitions are key growth driversWhat really matters in “acquisition for growth” strategies is executionSource:A.T.KearneyMonograph
6、onValue-BuildingGrowth 2001Sources of Growth40% of Growth Is From Acquisitions Value Growers Manage Both WellA.T.Kearney4/1375C/MergerIntegration108319_Macros8Few mergers actually create shareholder valueSource:A.T.KearneyAnalysis2001,SDCdatabase,GlobalWorldscopeAcquirers Value Growth Following a Me
7、rgerTop performing mergers create significant shareholder valueValuegrowth3%8%12%27%21%16%3%Underperformance compared to industry averageOverperformance compared to industry average-100%-60%-30%30%60%150%-15%15%0%Average: 2.8%49.5%50.5%Top-PerformingMergers10%A.T.Kearney4/1375C/MergerIntegration1083
8、19_Macros9Business Integration issues require “usual” management decisions while four main factors add another level of considerable complexity ScopeHighnumberofdecisionstobemadeinalloperationalandfunctionalareasDozensofprojects/initiativesandriskstobemanagedTime pressureAllstakeholdersexpectrapidex
9、ecution(shareholders,employees,management,regulationcommittees,government,)DecisionsneedtobemadewithoutdelaySimultaneityCo-existenceofstrategic,tacticandoperationaldecisionsStronginter-dependenceofthedecisionsShorttermandstrategicdecisionsmayseemincompatibleHuman componentHighnumberofpeoplepotential
10、lyinvolved(operational,functionalandexecutivepeople)RiskofculturalmismatchScarceresourcestobridgebetweenmergedcompaniesUsual Management decisionsStrategy & IPODefinethescopeofcombinedentityConfirmeachcountrysscopeofactivityformobilesDesignstrategyleveragingonbroaderglobalpresenceDefinefinancialandop
11、erationaltargetsaswellastimingofexpectedbenefitsPreparetheIPOOrganisationChoosethebestorganisationalmodelattheEuropeanmanagementlevelIdentifythecentral/localfunctionsevolutionscheduleDefineorganisationalchartsandmanagementnominationDefinekeydecisionprocesses(committees,procedures,) InfrastructureRed
12、ucetotalcostofexternalpurchasesthroughbestpriceevaluationvolumeconcentration,competitivebiddingSharebestpracticesSupport functions Rationalisesharedsupports(AlignandselectInformationSystemsfortheintegrationAlignprocessesandsharebestpracticesCommunicationDefineexternalcommunicationstrategyDefineinter
13、nalcommunicationstrategySelectcommunicationrulesandproceduresChoosemedia(intranet,documents,speeches)Integration mgnt IntegrateoverallplanningandmilestonesDetailplanningbytopicandcountryManagetransitionphaseTrackandexecutefinancialsynergiesManagerisksA.T.Kearney4/1375C/MergerIntegration108319_Macros
14、10 explaining why only few mergers and acquisitions succeed fully Note:(1)Shareholderreturnsfrombuyerdividedbyshareholderreturns(industryaverage)afterthemergerSources:A.T.Kearneyanalysis,GlobalPMISurvey,1998;DatastreamHigherNochangeLower100% = 230 companiesOnly 29% of Companies Realize an Increase i
15、n Aggregate ProfitabilityPerformance relative to industry average10%11%21%18%17%23%-15%-25%+15%+25%Top PerformingMergersUnder performance Outperformance Number of companiesIndustry averageOnly 42% of Companies Outperform Their Peers in Shareholder Value(1)42%58%A.T.Kearney4/1375C/MergerIntegration10
16、8319_Macros11Top performers across most industries can create significant shareholder valueCreation ofShareholderReturnsErosion ofShareholderReturnsNote:(1) Totalshareholderreturnspercentageover/underperformancerelativetoindustryindexinthetimeframebetween3monthsbeforeand24monthsaftermergerannounceme
17、nt;totalshareholderreturnsdefinedasthetangiblereturnsinvestorsreceivethroughdividendsandstockpriceappreciationsSources: Datastream;A.T.KearneyAnalysis2001Retailers62.5%64.5%32.3%44.2%26.6%49.9%34.2%26.6%36.1%25.1%16.0%43.3%26.0%27.5%17.2%17.4%31.9%22.4%18.0%40.4%17.4%14.8%4.0%-6.5%-31.5%-38.9%-10.8%
18、-25.9%-11.0%-35.0%-20.6%-17.6%-28.8%-18.0%-9.7%-39.6%-22.7%-24.9%-17.4%-20.3%-35.3%-26.7%-24.1%-46.8%-26.5%-27.2%-19.4%-24.1%RecreationChemicalsMetal ProducersPaperTransportationDiversifiedDrugs, Cosmetics & Health CareUtilitiesAutomotivePrinting and PublishingElectronicsFinancialBeveragesMetal Prod
19、ucts ManufactureFoodTobaccoMachinery & EquipmentElectricalMiscellaneousOil, Gas, Coal & Related ServicesConstructionTextilesAerospaceIndustry Specific Ranges of Value Creation(1)A.T.Kearney4/1375C/MergerIntegration108319_Macros12Once the deal is closed, the principal problems relate almost entirely
20、to failures in merger management, rather than to the underlying strategic rationaleProblems Identified inMerger IntegrationUnder-communicationFinancial/synergy Expectations Unrealistic/UnclearNew Org. Structure With Too Many Compromises“Master Plan” MissingMissing MomentumMissing Top Management Comm
21、itmentUnclear Strategic ConceptMissing Pace of ProjectIT Issues Addressed Too LateSource:A.T.KearneysGlobalMergerIntegrationSurvey1998Percent of RespondentsA.T.Kearney4/1375C/MergerIntegration108319_Macros13To manage inherent risks, “critical success factors” can be distilled from successful large-s
22、cale mergers to guide value creationCritical Success Factors from Large-Scale MergersSource:A.T.KearneyMergerIntegrationCreateasenseofurgencyandreduceuncertaintythroughcleareventmilestones,andmovequicklySelecttop-levelleadershipquicklyandfairly;avoid“two-in-the-box”leadershipforintegrationplanningan
23、dexecutionunlessabsolutelynecessarySetoutsynergygoalsandobjectives,toprioritizeactivitiesandprovideabaselineforperformancetrackingManagemarketexpectationscarefully.SetconservativedollartargetswithatimeframethataccommodatesunforeseencircumstancesKeepstrong,explicitfocusonkeycustomerretentionandservic
24、ewithteeth(i.e.,measurementandtracking)MaintainopenandtimelycommunicationswithemployeestoensureunderstandingandretentionConductdecentralized merger IntegrationguidedforciblyviaClearguidingprinciplesOverallframeworkandtoolsforintegrationReportingstandardsEstablishastrongcentralIntegrationofficeanddec
25、entralizedIntegrationteamswithcorporate-wideperspectivesonResultsProjectstatusRiskLeadroleoninternal/externalcommunicationsInstillrobust,well-definedprocessestoensureobjectiveandtimelyriskandinterdependencytrackingSense of UrgencyTop-Level Leadership Selected QuicklyClear Synergy GoalsManage Market
26、ExpectationsExplicit Focus on CustomersOpen, Timely and Consistent CommunicationsDecentralized Merger IntegrationStrong Central Integration OfficeWell-Defined ProcessesA.T.Kearney4/1375C/MergerIntegration108319_Macros14Source:A.T.KearneysglobalPMIsurvey98Value Capture of Top Performers Over Time15%Y
27、ear 1Year 2Cumulative ValueCapture After Two Years85%TimeClosingthe Deal12345678910-10-8-6-4-20246ValueCapture/Loss($ MM)Year in Which Synergies Are RealizedTiming of Synergy Realization Is Also CriticalSource: MarlLSirower:TheSynergyTrap.Calculatedbasedona$10MMacquisitionpremium,representing50%ofma
28、rketvalueIn our experience, the most critical element in achieving targeted benefits is speedA.T.Kearney4/1375C/MergerIntegration108319_Macros15Proposed Overall ApproachA.T.Kearney4/1375C/MergerIntegration108319_Macros16A.T. Kearney has a flexible merger integration framework with a comprehensive to
29、olkit to support planning and implementation throughout the merger process to ensure value captureA.T. Kearneys Merger Integration FrameworkDevelop StrategyEstablish Structure and PlanMerger/AcquisitionoptionsCreate/articulate/validateMarkets/customersCompetitionResourcesSourcesofvalueUnderstandtype
30、ofmergerEstablishtheintegrationprogramBuildintegrationcapabilityAssesssourcesofvalueDeveloporganizationstrategy&designDevelopITintegrationstrategyDesign/harmonizeHRpoliciesCreatemasterplanandprioritizeValidatesourcesofvalueImplementquickhitsDevelopSOVITenablersImplementHRplanMonitorprogressandriskEx
31、ecutetheplanRealigntheorganizationImplementITintegrationplanMerger Manage-mentSourcesof ValueMergerEnablersChange of ControlShareholder ApprovalMOUIntegrated Planning and Initial RolloutFull-Scale RolloutDayOnePhase 0Phase IPhase IIPhase IIIMultiple ToolsExist for All CellsA.T.Kearney4/1375C/MergerI
32、ntegration108319_Macros17This allows merging entities to rapidly capture available sources of value by focusing on operational synergies, as well as seamlessly merging the organizationsMerge the Organizations as Seamlessly as PossibleDevelopandcommunicateasharedstrategicagendaDefineOrganizationstruc
33、tures/leadershipKeybusinessprocessesTechnologyplatform/architectureChangeintegrationrequirementsDrivetoplinegrowthNewvaluepropositions/productsCrossselling/salespullthroughEnsurecustomerfocus/retentionIntegrate day-to-day operations Ensure sustainable changePosition for growthAchieve$XXmillion(annua
34、lrate)ofsynergysavingswithin1218monthsSalesOperationsProcurementCorporateoverlapandduplicationCostofdistributionTechnology/R&DOtherstobeidentifiedEliminate/minimizesourcesofriskDrive the short-term valueExceed the markets expectationsMI Sources of ValueAchieve Growth Synergy and Cost Synergy Targets
35、 as Quickly as PossibleA.T.Kearney4/1375C/MergerIntegration108319_Macros18The program structure supports focused value capture teams working across all SBU/Geographic teamsIllustrativeIntegration Office OthersSteering Committee Business Develop-ment TeamCorporate CenterTeamGlobal OperationsTeamGloba
36、l SourcingTeam Technology/ R&DTeamHuman ResourcesTeamInformation TechnologyTeamSBU A or N. AmericaSBU B or Latin AmericaSBU C or EuropeSBU D or Asia PacificBU driven integration to set prioritiesFocused on value capture across the businessesMarketFacingTeamsValueCaptureTeamsEnablerTeamsSetoveralldir
37、ectionMakecriticaldecisionsDevelopguidingprinciplesProvideintegrationmanagementleadershipandsupportA.T.Kearney4/1375C/MergerIntegration108319_Macros19Implementation Full-Scale Rollout Integrated Planning and Initial Rollout Establish Structure and PlanBy launching the integration effort prior to cha
38、nge of control, significant progress is made in identifying sources of value, while also developing the high-level organization models to capture that value Integration Management IT Requirements/Alignment High-Level OrganizationDataRepositoryComm. PlanningOversight/Visibility RmAnalysisOpportunitie
39、sInitial PrioritizationInitial SequencingData Collection/AnalysesOperations/ Asset ConsolidationDiagnostic PackPP 1PP 2PP 3PP 4HMLHMLInitQ1 Q2 Q3 Q4PP1PP2PP3PP4Data Collection/AnalysesBusiness Unit(e.g., Services)Diagnostic PackCS 1CS 2CS 3CS 4HMLHMLInitQ1 Q2 Q3 Q4CS1CS2CS3CS4Phase I (“Clean Team”)H
40、ypotheses 1Hypothesis NHypotheses 1Hypothesis NMaster CalendarDay/Week/Month 1 PlansSources of Value IdentificationBaseline Dev./TrackingA.T.Kearney4/1375C/MergerIntegration108319_Macros20During the critical period prior to change of control, the engagement team assumes the role of a “clean team” to
41、 enable critical pre-merger integrationRole of Clean TeamQuantifysavingsgeneratedfromidentifiedopportunitiesfromteamsofmergedcompaniesActasathirdpartyconduitforproprietaryinformationofbothcompanies(protectionshouldmergerbeaborted)Validateandchallengeinitialassumptionsofopportunitiesmadebymergingcomp
42、aniesHighlightbestpracticesinexistingcompaniesandexternalknowledgeandrecommendongoingmergedoperatingpracticesDetermineriskfactorsinmergerforongoingriskmanagementduringimplementationData CollectionOrganization assessmentHypotheses developmentPreliminary planningCompany ACompany BOpenJoint Client Team
43、 MeetingsA.T. Kearney“Clean Team”Merger SynergyHypothesesPre-Change of Control Post-Change of ControlValidated InitiativesAcceleratedecisionmakingbyprovidingaccesstocomprehensivedatabasesanddetailedanalysisShareandvalidatefindingswithjointclientteamsFinalizeinitiativesbasedonvalidatedhypothesesDevel
44、opimplementationplansAssistinlaunchinginitiativesandprovidecontinuedimplementation,riskandfinancialtrackingsupportThe up-front work efforts of the “clean team” enables accelerated launch of implementation activities and value capture“Clean Team” Process LimitedJointClientTeamMeetingsA.T.Kearney4/137
45、5C/MergerIntegration108319_Macros21After change of control, the teams quickly finalize not identify synergy opportunities and gain consensus Results Tracking/Risk Assessment Begin ImplementationInitial Prioritization and SequenceMaster Plan SequencingFull Team MeetingsDiscloseandValidateModifyandRef
46、ineFinalizeSavingsOpportunitiesandPrioritizationIdentifyInterdependenciesHMLHMLOverall Prioritization/ Executive Committee Buy-InInitQ1 Q2 Q3 Q4MD1ST3SC6PP4SC6 WorkplanST3 WorkplanMD 1 WorkplanStep1234Investment RequirementsTiming of ResultsMaster Plan Detail Day/Week/Month 1 ExecutionPhase IIInitQ1
47、 Q2 Q3 Q4PP1HMLHMLInitQ1 Q2 Q3 Q4PP1HMLHML IT Requirements/EnablersMaster Plan Detail Communication Full-Scale Rollout Integrated Planning and Initial Rollout Establish Structure and PlanA.T.Kearney4/1375C/MergerIntegration108319_Macros22MD 1 WorkplanActivityTask 1Task 1Task 1Task 1Q1Q2Q3Q4The trans
48、ition to full-scale rollout and implementation of initiatives is supported by a clear tracking process Program Risk ManagementTop 10 Program Risks as of 06/24Organization announcement timing still unclearIT requirements not fully understoodNo plans to address cultural misalignmentSuccess of communic
49、ation not currently planned to be measuredIllustrativeInitiative Status ManagementSize=$Saved61218GreenYellowRedRiskTime to Complete ImplementationInitiativeCurrent QuarterCum. Qrtly. BreakdownJan. Feb. Mar.4Q97 1Q98 2Q98Cost Saves and Growth AchievementImplementation CommunicationPhase III Full-Sca
50、le Rollout Integrated Planning and Initial Rollout Establish Structure and PlanA.T.Kearney4/1375C/MergerIntegration108319_Macros23Source:A.T.KearneyMergerIntegrationThroughout the effort, managing risk is a formalized methodology; adherence facilitates a fair and robust decision making processProjec
51、t Risk PrioritizationRisk IdentificationRisk CategorizationProject Prioritization Business Criticality And SizeBusiness Criticality howmuchdoesitmatteriftheprojectdoesnotmeetitsobjective?A=Incrementalbenefitbutcurrent processeswillsufficeB=Supportsstrategybutmanageableimpactifproject fails/delayedC=
52、Importanttothestrategywithsignificantimpactifprojectfails/delayedD=Criticalimpact/mustkeepupwithcompetitors/cannotcontinuebusinessComplexityHighLowHighDCBAABCDBusiness CriticalityProject2Project3Project6Project1Project4Project5ManyissuesareclosedbymakingassumptionsRisksAssumptionsIssuesProjectPlansR
53、isk PlansIssuesareopenquestionsUnstable/sensitiveassumptionscreaterisksSignificantrisksneedtobemanagedIssues, Assumptions And Risks Are Inherent In The Project PlansRisk ReductionRedAmberGreenMerger Risk ProfileNowFutureGreenAmberRedTimeCriticalityIllustrativeChallengesDecision MakingPlanning/Execut
54、ionReportingBenefits of Proactive Risk ManagementCrossorganizationalinputanddedicatedfacilitationensuresobjectiveinputMilestonerisksassociatedwithdecisiontimingarederivedfromprocess-wideinitiativesRiskprocesshighlightsresourcevulnerabilities.Senseofurgencyassociatedwiththeprocessforcesdiscussionsand
55、actionsProactivemanagementandfacilitationobjectivelyevaluatesallcommunicationrisks.ForumoffersparticipantsachancetoagreeordisagreeConciseupdatesfocusedoncross-organizationalrisksdirectattentionwhereitisneededClearassignmentofriskownershipandactionresponsibilitieseliminateconfusionA.T.Kearney4/1375C/
56、MergerIntegration108319_Macros24Realizing Integration SynergiesA.T.Kearney4/1375C/MergerIntegration108319_Macros25To assess and achieve their synergies, all teams can leverage a number of A.T. Kearneys proven methodologies and tools as appropriateStreamlining the OrganizationReducing Purchased Costs
57、Objectives:Focus Areas:Methodology and ToolsDeterminemanagementandgovernancestructureIntegrateofficesAlignHRpoliciesandproceduresFinance/AccountingLegal/RegulatoryITHRCorporateCenterRationalizationLeveragecorporatespendLeveragepurchasingvolumesDirectmaterialsPurchasedservicesIndirectmaterialsCapital
58、expendituresStrategicSourcingE-Sourcing(eBreviate)Marketexchangestrategy(LSN)Supporting Methodologies and ToolsIncreasing Sales Force EffectivenessIncreaserevenueproductivityofsalesforceIncreaseknowledgeandvalue-addedsellingcapabilitiesExplorechannelleverage(i.e.,Dealer/Resellernetwork)Salesforceeff
59、ectivenessCross-sellingSalesForceEffectivenessMethodologyCustomerRetentionMethodologyIllustrativeLeveraging AssetsMaximizeassetutilizationBottlingplantconsolidationWarehouseconsolidationRealizenetworksynergiesFixedassetsCapitalexpendituresInventoryProcurementSupplyChainTransformationOperatingAssetEf
60、fectivenessStreamlining Product Portfolios and NetworksRationalizeproductofferingandcustomerbaseEvaluateandimplementoptimalnetworkstrategyProductOfferingCustomerrequirementsNetworkcostandcapacityProductPortfolioandNetworkRationalizationMethodologyOperatingNetworksIntegrationA.T.Kearney4/1375C/Merger
61、Integration108319_Macros26Rapid benefit delivery is feasible through integrating the operating networkManufacturingCapabilitiesWhatcanbeproducedWhereHowdoesthroughputvarybylocationandplantcapabilityWhatarethecapacityconstraintsNetworkConfigurationWhicharethecostsoftransportation,handlingandinventory
62、WhichisthemostcostefficientnetworkconfigurationAretherecostsynergieswithotherDannonproductsManufacturing CapabilitiesNetwork ConfigurationSeveral IterationsLocal MarketRequirementsWhatarethemarketrequirementsWhatisthecurrent/futurecompetitivepositioningWhatdistributionchannelsaregrowingfastestMarket
63、 Requirements1A.T.Kearney6/Document#/I.D.Sample PreliminaryScenarioSKU tree1SKU 2SKU 3ProliferationLevelABCDEEFGHI 111111111111111111111111111612 18 24612 18 24612 18 24612 18 24612 18 24612 18 24612 18 24ResealableClassicBlueGBHClassicResealableCompactBlueGBHCompactResealableClassicWhiteEBHClassicR
64、esealableClassicWhiteMechanicalResealableCompactWhiteEBHCompactResealableCompactWhiteMechanicalResealableClassicWhiteGBHClassicMenthol/Euca11128412232113NumberofVariantsPortfolioWhichSKUsareofferedWhichspecificproductcharacteristicsWhichemergingtechnologies/competitiveofferingsHowisproductbundledand
65、promotedSKU Tree36CurrentSites:4FutureSites:3CurrentSites:8FutureSites:5CurrentSites:2FutureSites:1CurrentSites:1FutureSites:1CurrentSites:3FutureSites:2CurrentSites:2FutureSites:1CurrentSites:2FutureSites:1CurrentSites:1FutureSites:1SKU 1Key Assessments for Integrating Operating NetworksA.T.Kearney
66、4/1375C/MergerIntegration108319_Macros27Which entity in the supply chain should develop a capability is determined by the business scale and strategic objectives Strategic AllianceDevelopstrongrelationshipswithkeysupplychainpartnersthathavetherequiredcapabilitiesMaintainveryhighlevelsofcross-functio
67、nalinvolvementIn-HouseInvestinresourcesandpeopletodevelopworld-classcapabilitiesOutsource OutsourceactivitytocapableproviderOrganizerelatedactivitytominimizetransactioncostswithoutsourcedproviderRationalize Dependingontrueswitchingcostsandinvestmentrequirementseithercontinuetodevelopcapabilityin-hou
68、seoroutsourceHighHighLowLowActivity Strategic ImportanceHowcoreistheactivity?How“entangled”isitwiththerestoftheorganization?Howcriticalisittomaintaincontrolandinvolvementintheactivity?Istheactivityanareaofcompetitiveadvantagetoday?Inthefuture?Potential For Internal Capability DevelopmentIntheshort-t
69、omedium-termcantherequiredcapabilitybedevelopedin-housetobehighlyefficientandeffectiveinanactivity?A.T.Kearney4/1375C/MergerIntegration108319_Macros28Differences in each company have to be understood, and decisions made on both the operating model of the joint venture going forward a formal process
70、can help in facilitating this thinkingIdentify the Operating Model and Detailed Operating Structure and Characteristics of Each FirmDetermine New Operating Model, and Appropriate BenchmarksMake the High Level Choices As to How the Company Operates Going Forward Step 1Step 3Step 2Define and Align Sup
71、portFunctions Step 4HoldingCompanyStrategicArchitect OperatorFunctionalStrategyFinancial ControlCapital AllocationResource ManagementAccountabilityCorporate Staff SizeAutonomyMarketingStaff PlacementDWNA/JV PartnerSupport Function AlignmentHoldingCompanyStrategicArchitectOperator FunctionalFinance A
72、ccountsPayable P/Laccounting Consolidation/corporatereporting Tax Treasury Planning/budgetingHuman Resources Benefits/administration Benefitsplanning CompensationplanningBBCBBBB/OB/OBCC/BCC/BCBC/OC/OC/BCCCCCCC/OC/OCCCCCCC/BC/OC/OCC=CorporateB=BusinessUnitO=OutsourcedEffective, fast rationalization a
73、nd savingsBest practices “Corporate Center”BG1BG2BG3OtherBusiness Group?StandAloneModelDWNABG1BG2BG3Business Group ? ?ModelCreate Joint Venture OrganizationCorporate Center Rationalization MethodologyJV PartnerBG1BG2BG3Business Group ? ? ?ModelA.T.Kearney4/1375C/MergerIntegration108319_Macros297. Co
74、ntinuously Benchmark and Monitor Supplier Improvement6. Operationally Integrate Supplier(s)Strategic sourcing is a powerful methodology for leveraging the combined spending base and procurement capabilities of the merged organizationKey ElementsA.T. KearneyIntellectualCapital Employed5. Select Compe
75、titiveSupplier(s)4. Select Implementation Path3. GenerateSupplier Profile2. Develop Sourcing Strategy1. Define Sourcing CategoriesEmbedsuppliermonitoringprocessesImplementmarketmonitoringtoolsPeriodicallyre-evaluatesuppliercompetitivenessandperformancePerformance measurement toolsTechnology-enabled
76、data capture processCompleteimplementationtemplatesGainbuy-intosupplierchangesCoordinatenewsupplychainsImplementsystemstomonitorresultsImplementation templatesTailorandissueRFPsAnalyzeresponsesDeveloptargetednegotiationstrategyNegotiateadealElectronic procurement toolsInternet RFPs On-line auction t
77、oolsBenchmarksSelectsupplierdevelopmentornegotiationpathincludinguseofmarketexchangesDefineinitialnegotiationstrategyExperience in the beverage industry, including bottled waterNegotiation trainingReviewsupplierlistsandsuppliercapabilitiesPrescreenlisttodevelopshortlistofsuppliersExisting supplier l
78、ists available globallyAssesssupplycategorybusinessimpactsConfirmsourcingstrategiesValidatetotalsupplychainperspectiveDetailed understanding of supply marketMarket competitionIndustry economicsProIdentifyspecificationsUnbundleasappropriateReviewsupplycategoryprofileAssessprocurementprocessesReviewtr
79、endsEvaluatetotalcostandsavingstargetsProven database and management toolsExisting supply category profilesSeven Step Strategic Sourcing MethodologyA.T.Kearney4/1375C/MergerIntegration108319_Macros30Strategic Sourcing has a goal of delivering bottom line savings through core elements: strategic purc
80、hasing; demand management and change management Change ManagementDemandManagementEmbedachievedsavingsbytransformingorganization,structure,processes,policies,andsystemsTangibleResultsApplicationMethodologyReducecostsbydecreasingoreliminatingthedemandforgoodsandservicesEliminateDemandReduceQuantityRed
81、uceQualityReduceFrequencySubstituteImposeOnerousApprovalsHeightenCostAwarenessConservativeAggressiveGreatestLowestOpportunityDemand Reduction HierarchyReevaluateexternalpurchasesandrestructuresupplierrelationshipstogetbestvalueforthecompany(price,qualityandservice)GlobalSourcingReachedInfo.Transpare
82、ncyBuyerLeverageProductSpecificationImprovementJointProcessImprovementRelationshipRestructuringStrategicPurchasingStrategicSourcingOrganization and SkillsProcessSystemsStrategic Procurement VisionProcurement PoliciesRedesignedProcessesOrganizationalStructure andInfrastructureTechnology Tools(Informa
83、tion Systems)Implementation ofProcess LinkagesPerformance MetricsTransition Management, Communications, TrainingStrategic Sourcing Approach OverviewA.T.Kearney4/1375C/MergerIntegration108319_Macros31Integration-Related Strategic SourcingStrategic Sourcing is effective in integration environments sin
84、ce it can be started immediately, deliver major savings and contribute to building the new companyIntegration SavingsLeveragingscaleCapitalizeoncombinedbuyingpowerUseleveragetorestructuresupplierofferingsMitigatesupplyrisksbymanagingvendorconcentrationGeneratingefficienciesSpreadtechnologyinvestment
85、overincreasedpurchasingbaseEvaluate/selectthebestexistingpurchasingsystemsforuseintheneworganizationRapidtransferofbestpracticeRFI/RFPharmonizationConvergenceofprocurementpracticesandguidelinesBuild the New CompanyTeamworkacrossthenewenterprise:AllcategoriesAllbusinessunitsAllgeographies(domesticand
86、/orglobal)Bottom-upinitiativedrivenbythe“new”teamServicelevels/needsDemanddynamicsOrganizationalsimilaritiesanddifferencesRelativelyundisruptive(productsandservicesnotpeople)HelpsnewmanagementtounderstandtheiroperationindetailOpportunitytoredesignprocessestoreflecttheneworganization,andembedworldcla
87、ssprocurementasacorecompetencyinthenewcompanyA.T.Kearney4/1375C/MergerIntegration108319_Macros32The sales productivity effort should include Customer Retention Methodology to understand the key risks for customer defection and action plans to address themStep 1Step 2Defection/Loyalty SegmentationSte
88、p 3Create Targeted Retention ProgramsRetentionbonus/incentivesDifferentiatedservicelevelsEnhancedproductapplicationsCustomizedcommunicationCustomizedproductbenefitsEarlywarningHigh Value CustomersContributionRetentionValue Channel ManagementChannelmigrationpricingPricerisePassivecustomerserviceMediu
89、m-Term ActionsOverall ProcessCustomer Retention MethodologyWorkstreamsImmediate Front-Line ActionsCustomer Analysis and Retention PlanRetention Sales ProgramsProduct Management IssuesObjectivesSalesforcefocusDetectandreacttodefectionbehaviorIncentivesforretentionperformanceEmpowermentofstaff-pricing
90、,feewaivers,etc.AnalyzecustomersatisfactionlevelbyproductQuantifyretentionperformanceandvaluecontributionofkeytechnologysegmentsUnderstandcustomerdefectionPursueadditionalresearchonhighvaluesegmentsInitiateearlycommunicationsBuildaccountplansBuildtriggeredandtacticalresponsecapabilityBuilddefectionm
91、odelsDevelopmetricstomeasurecustomerretentionOverallcompanySpecificproductbrandingEnsurecustomersarepositivelyimpactedbychangesinthecompanyA.T.Kearney4/1375C/MergerIntegration108319_Macros33Our approach to sales productivity includes benchmarks, analysis of overlap and identification of near term gr
92、owth opportunitiesIllustrativeEfficiencySalesforce Productivity Benchmarks#Co.ACo.B$Co.ACo.B$Co.ACo.BNumber of Reps Serving AccountsTotal Sales Managed by Sales RepSales Dollar Per Sales RepEffectivenessOverlapIntegration LeverageOpportunitiesNear Term Growth OpportunitiesAverage Training Per Sales
93、RepABABABABMarketingNew ProductsNetwork ServicesAccount Win/Loss PerformancePriceQualityServiceCapabilityCo.ACo.BRegionCo.ACo.BSales OverlapSalesTerritoryCoverage OverlapCo. A PositionOpportunity to Introduce Co. B ProductsStrategically Manage Relation-shipsOpportunity to Introduce Co. A ProductsMin
94、orMinorMajorMajorCo. B PositionGeographyLaptopA.T.Kearney4/1375C/MergerIntegration108319_Macros34Technology Focus in a Merger Product/Market Focus ContextSource:A.T.KearneyMergerIntegrationComplementary or NewOverlappingIn-MarketMergerOut-MarketMergerProduct FocusMarket FocusCostReductionCost/Revenu
95、eblendRevenueEnhancementAnticipated BenefitsMarket OverlapInhigh-overlapmergers,theemphasisisoncostreduction.MarketanalystsexpecttoseetangibleactionsbeingtakenearlyinthemergerprogramForsynergisticmergers,timescalestoachievebenefitsmaybelonger,andI.T.integrationcanoperatewithinalongerplanninghorizont
96、osupportrevenueenhancementThecommonfactorwithallofthesemergerformsistheneedforasmoothintegrationprocessthateliminatestheriskofcustomeroremployeedefectionProductLinesProduct Expansion Synergistic MergerHigh Overlap Geographic ExpansionChannelrationalizationSystemsenhancementstosupportnewproductsMajor
97、systemsrevisionstosupportcross-sellingandgeographic/channelexpansionReviewofglobaldatacentersandcoresystemsEliminatingduplicationbetweensystemsRationalizingserviceagreementsReducinglicensefeesReducingsupportcostsPursuedatacenterrationalizationStandardizationoncommonsystemsStandardizationoncommonprod
98、uctsIllustrativeInformation Technology should be viewed as an enabling mechanism for achieving merger goalsA.T.Kearney4/1375C/MergerIntegration108319_Macros35IT must quickly deliver tangible business driven results in a timely fashion and not necessarily the “best” possible solution to achieve value
99、 creation commitmentCostimperativesRapidintegrationtocapturesynergiesascommittedtothestreetProductrationalizationProductandplantintegrationBusinesssynergiesE-businessopportunitiesNewproduct/newmarketopportunitiesCrosssellingLeverageexistingproductstonewgeographiesActonfutureacquisitionopportunitiesB
100、usinesscontinuityStatutoryandperformancereportingIntegratedstrategicmeasurementMergerintegrationprogressPercent of Initiatives Defined Over TimeBusiness Initiatives DefinedSupporting IT Initiatives DefinedTime80%Deployment/ Integration of IT Initiatives10%ITs challenge is to stay in tune with busine
101、ss initiatives to understand the scope of effort, develop the IT response, and to integrate with the corporate IT directionRepresentative IT Support RequirementsIllustrativeA.T.Kearney4/1375C/MergerIntegration108319_Macros36Integration ManagementA.T.Kearney4/1375C/MergerIntegration108319_Macros37Int
102、egration OfficeCoordinateintegrationprocess,scopeactivitiesImplementmergerplanning,integrationandreportingcreateandmanagethe“masterplan”ConductfrequentworktaskreviewswithteamsFacilitateoverallchangemanagementMaintainascorecardtotrackdeliverablesandbenefitsPrioritizeenterprisewideissuesandmakerecomme
103、ndationsManagecommunicationsInstallandmanageeffectivemergerriskmanagementSteering CommitteeDevelop/communicateobjectivesandtargetsDevelopmergerguidingprinciplesSignoffonmajorissues/decisionsSetoveralldirectionforintegrationProvideresourcesandeliminateroadblocksImplementtop-downcommunicationFocusonco
104、ntinuingoperationsThe Steering Committee and Integration Office manage the overall program and coordinate decentralized project teams through the Integration OfficeIntegration Teams Integration TeamsIntegration TeamsIntegration TeamsIntegration TeamsIntegration TeamsIntegration TeamsMarketFacingTeam
105、sValueCaptureTeamsEnablerTeamsA.T.Kearney4/1375C/MergerIntegration108319_Macros38Each component of the project had specific roles and responsibilitiesSteering CommitteeSetthestrategicdirectionandprinciplesforintegrationSign-offonmajorissues/decisionsTop-downcommunicationthroughouttheintegrationproce
106、ssFocusoncontinuityofgrowth,customersissuesIntegration OfficeCoordination,planning,integration,reportingandcommunicationMonitorsimplementationoforganizationalmodelsPrioritizeissues/initiativesFacilitateoverallchangemanagementRiskidentificationandmanagementDecentralized Integration TeamsProposetransi
107、tionstrategyfortheareaPreparethetransitionworkplanDetailedorganizationalassessmentIdentifymergerbenefitsandimplementtrackingmechanismImplementationoftransitionplansStrategicdirection,operatingphilosophy,andgovernancestructureGuidingprinciplesCommunicationofkeymessagesScopeandactionsOverallobjectives
108、andgoalsOverallprojectkeysuccessfactorsMasterprojectplanandriskassessmentTransitionreportingincludingbenefitstrackingandriskmanagementCommunicationimplementationTransitionplansOrganizationalassessmentanddesignProgressreportswithtargetsachievedRiskassessmentPerformancemeasurementsdefinedDeliverablesI
109、ntegration RolesA.T.Kearney4/1375C/MergerIntegration108319_Macros39Each of these three teams have clearly defined roles and responsibilitiesKey Pre-Merger Integration Set-up ResponsibilitiesSteering CommitteeCommunicateobjectivesandgoalsofmergerEstablishandcommunicatethe“MergerGuidingPrinciples”Iden
110、tifyandappointIntegrationLeaderIdentifyandappointteamleadersCommunicateformationofIntegrationOfficeandValueCaptureTeamsCommunicateexecutivecommitmenttotheintegrationprogramCommunicateteamleaderandteammembercommitmentEnsureregularandconsistenttop-downcommunicationacrossallregionsandgroupsIntegration
111、OfficeDefinerolesofmembersIdentifyteammembersEstablishcostsavings&revenuesynergiestargetsasaprecursortothe“MergerIntegrationScorecard”InitiatetheappropriateMIS/ITinfrastructureSupportdevelopmentofhigh-levelbusinessline/functionalplansIdentify,atahighlevel,majorriskareasCo-ordinatetheseniormanagement
112、reviewcycleoftheseplansAssemblethefirst“MasterPlan”DeveloptrackingbaselineIssueinitialcommunicationstostakeholders,asrequiredEstablishriskmanagementprocessValue Capture TeamsIdentifyteammembersCreateteamchartersPrepareforKickoffMeetingstointroduceteammembersandprovideinitialorientationAgreeonoptimal
113、processestocoordinateeachteamBegindatacollectionandhypothesistestingDevelopDay1PlansDeveloporganizational,customerand/orcostprofilesfallingwithinteamscopeConductinterviewstogatheradditionalqualitativeinsightregardingoperatingprocessesandstylesDevelopjointvisionforcombinedorganizationA.T.Kearney4/137
114、5C/MergerIntegration108319_Macros40The Steering Committee must apply significant early effort to communicate the new companys strategy, operating philosophy and governanceIssues to AddressStrategyOperating PhilosophyOrganization and ChangeMarketenvironmentLikelyenvironmentOthercompetitivedevelopment
115、sEnsuring1+1=3RealisticcapacityfordevelopmentAreasforinvestment/growthStrategicinitiativestofreeze,continueoraccelerateKeythirdpartyrelationshipissuesNewopportunitiesarisingLinkagetoperformancetargetsGrowthCostreductionCapitalefficiency1.Coremanagementstyle1.Holdingcompany2.“Strategicarchitect”3.Bus
116、inesscontroller4.Operator2.Alignmenttocorestyle1.Leadershipalignment2.Lineresponsibilities3.Corporateresponsibilities4.Supportfunctions3.Performancemanagement1.Expectationssetting2.Roleofthe“plan”/“budget”3.Performancereportingandmanagement4.ManagementrewardsystemsOrganizationstructureReportingrelat
117、ionshipsInsideDWNAversusinparentDecisionmaking/mapsKeyaccountabilitiesKeycorporatepoliciesRelationshipstructureConflictresolutionmechanismsChangemanagementA.T.Kearney4/1375C/MergerIntegration108319_Macros41In addition, the Steering Committee should establish a clear set of guiding principlesMerger G
118、uiding Principles1. “This is not the customers merger” Majorfocusonavoidingcustomerinconvenienceandlossofcustomers.“Customerservicecanonlychangeforthebetter.”Costsavingsareimportant,butsecondtocustomerfocus2. Focus analyst expectations on the longer term Savingsgoalsdefinedas$1billionexpense“runrate
119、”reductionbyendofthreeyears,eliminatingshort-term,quarter-by-quarterfocus3. Appearance of tight control through Command Center CommandCenterusedasasinglepointofcontactforallexternalcommunications.Externalpresentationsconductedin“warroom”toexhibitcorporatecontrolsinplace4. Relentless tracking of risk
120、 and interdependencies Allmergerprojectsrequiredtouseriskandinterdependencytrackingapproach.ThesewereintegratedbytheCommandCentertoprovidecorporateperspectiveonrisk.Focusofinternalmeetingsonrisksandcustomerissues,notonsuccesses5. Systems focus on smooth Integration “Suites”ofsystemsshouldbeselectedr
121、atherthanpursuitofoptimalelementsfromeachorganization.Extensiveuseof“bridgesandworkarounds”tomaintaincriticalcontrolswhileexpeditingtheprocess6. End-to-end systems and process testing Nosystemorprocessshouldbeconsideredreadyforprocessinguntilithasbeentestedina“dressrehearsal”mode(usuallytwodressrehe
122、arsals)7. “1 + 1 = 3” volumes StrongencouragementofbusinessunitstofocusonpostmergerbusinessvolumesCase Examples1. Fast and fair acceptthatwewillmakemistakes,butgiveuscreditforbeingsmartenoughtobeabletorecognizethem,andnotsoproudthatwecannotchange2. Leadership must be evident/inspiring notholedupinth
123、ecorneroffices/boardrooms,butoutinevidencewithkeycustomersandouremployees3. Harmonization thishastobeakeygoalwithrespecttostrategy,keypolicies,businessprocesses,etc.4. Minimize ambiguity beclearinplans,timing,decisions(dontfuzzify-“dontknow”isok5. Short term bias towards the customer dontlosesightof
124、thebusinesswhateverwedo6. Overcommunicate youcanneverdoenoughhere7. Integration study team should be advisory and separate from management letmanagementdecideandletadvisorsadvise,dontmixtooclosely8. Seek acquaintanceship-building opportunities informal,formal9. Emphasis on flexibility/change/fluidit
125、y acceptchangeasawayoflife,strategicagilityiskey,itismanagementsfirstresponsibilitytotakerisk(change,growth,wealthcreationcanonlyhappenbytakingrisk)A.T.Kearney4/1375C/MergerIntegration108319_Macros42The role of the Integration Office evolves over the course of the integrationCreationofIntegrationOff
126、icewithleadershipassignedDefinerolesofmembersEstablishandcommunicatethe“MergerGuidingPrinciples”Establishcostsavingstargetsasaprecursortothe“MergerIntegrationScorecard”InitiatetheappropriateMIS/ITinfrastructureSupportdevelopmentofhigh-levelbusinessline/functionalplansIdentify,atahighlevel,majorriska
127、reasCo-ordinatetheseniormanagementreviewcycleoftheseplansAssemblethefirst“MasterPlan”UpdateMergerSteeringCommitteeIssueinitialcommunicationstostakeholders,asrequiredEstablishriskmanagementprocessDevelopfurtherprojectinfrastructureRefineandmonitorthe“MasterPlan”Finalizekeyobjectives,andestablishthe“M
128、ergerIntegrationScorecard”WorkwithlinemanagementtofinalizedetailedIntegrationTeamsrequiredandtheirscope,objectivesandtimelinesFocusonensuringdetailed,comprehensiveprojectmanagementEstablishinitialprioritizationframeworkRefinereportingtoolsPreliminaryassessmentofkeyrisksandinterdependenciesUpdateInte
129、grationSteeringCommitteeonplansManagestakeholdercommunicationsUpdateIntegrationSteeringCommitteeonplansandprogresstowardtargetsMaintainthe“MergerIntegrationScorecard”SupportdevelopmentandexecutionofdetailedimplementationplansbydecentralizedIntegrationTeamsEnsureconsistencyofexecutionRunthecontinuous
130、riskmanagementprocessStabilizeordesensitizerisksasappropriateChampion“quickwin”projectstoreinforceconfidenceofkeystakeholdersEnsurethatkeymilestonesaremet,proposingresourcereallocationsasnecessaryManagestakeholdercommunicationsDevelopcontingencyplansasnecessaryEstablishStructure and PlanIntegrated P
131、lanning and Initial Rollout and Implementation SupportDayOneTransition of Integration Office ResponsibilitiesFull-ScaleRollout and Implementation SupportA.T.Kearney4/1375C/MergerIntegration108319_Macros43Functional AreasSystemCSystemDTestingEnd-To-End Testing“Dress Rehearsals”TimeDressRehearsal1Dres
132、sRehearsal2ActualConversionIdentifiedproblems;implementedfixesSource:A.T.KearneyMergerIntegrationSystemASystemBSystemECommand Center LayoutExampleA Command Center to monitor and control the process of the merger can be establishedBusiness/ Geographic UnitsA.T.Kearney4/1375C/MergerIntegration108319_M
133、acros44Key Performance IndicatorsShareholder Value CreatedNetwork EvaluationMarket PositioningMarketValue(Pre-merger)InvestedCapitalSVCClient baseEconomic ReturnsMarket ShareBusiness LineAggregate Portfolio SensitivityIntegration PlanRevised Retail OrganizationIntegration FrameworkPlanned BudgetsExp
134、ected Cost Reduction“Dress Rehearsals”End-to-End TestingJanFebMarAprMayPhaseIPhaseIISystemASystemBSystemESystemCSystemDTesting Potential LossesBasis Points ChangeTimeDressRehearsal1DressRehearsal2ActualConversion“Command Center” Information ReportingROESource:A.T.KearneyMergerIntegrationExampleThe C
135、ommand Center monitors and tracks critical information from each area of the integration and provides an overall view of progress to ensure successA.T.Kearney4/1375C/MergerIntegration108319_Macros45There are five main advantages of implementing the Benefits Tracking and Reporting (BTR) systemBTR Imp
136、lementationnFacilitatestheidentificationandrealizationofcostsynergiesandrelatedcosts,whethertheybeinamergerenvironment,arestructuringprogram,astrategicsourcingprogramoranygeneralcostreductionprogramnProvideskeyconstituentswithaccesstoperiodic,data-drivenstatusofprograminitiativesnCreatesaforward-loo
137、kingriskandmilestonetrackingsystemtoalertkeystakeholdersaboutpotentialsynergyshortfallsorissuesnProvidesevidencethatcostsynergieshavebeenachievednProvidesinformationforacommonprogramcommunicationvehicleforexecutivemanagementA.T.Kearney4/1375C/MergerIntegration108319_Macros46The BTR is a web-enabled
138、system that allows users to input and update key project data easily, quickly and frequently. The output of the system is used to create consolidated project and program-level reportsBenefits Achievement, Progress against Plan & Revised ForecastsManagement Reports (Generated through Excel and PowerP
139、oint)Summary of Manpower Reductions & SavingsBTR DatabaseProject Risk AssessmentWeb-enabled User Interface(Via a Terminal Server Application)The BTR front-end and back-end are completely customizable and scaleable to meet the needs of any engagement size and scopeA.T.Kearney4/1375C/MergerIntegration
140、108319_Macros47The eight components of the BTR consist of one-time and ongoing regular update reporting requirements1) Project ProfilenDefinesprojectsandowners2) Project MilestonesnIdentifieskeymilestoneswithaccountableownersandcompletiondates3) Project InterdependenciesnDescribesinterdependencieswi
141、thotherteams,actionsrequiredandimpactifactionsarenottaken4) Headcount Reductions TemplatenTracksactionsresultinginnetheadcountreductionsnTracksheadcount-relatedsavingsandcosts 5) Non-Headcount Savings and Cost TemplatenTracksnon-headcountsavingsandassociatedimplementationcosts 6) Capital Expenditure
142、s TemplatenTrackscapitalexpendituresrelatedtotheproject 7) Asset Sales TemplatenTracksproceedsfromassetsalesrelatedtotheprojectnTracksrelatedassetwrite-downs8) Risk and Key Milestone Tracker TemplatenTracksprogressagainstkeymilestonesnHighlightsareasofpotentialrisknIdentifiesactionsrequiredtoresolve
143、issuesandremovebarriersOne-timeReportingRegular Update ReportingA.T.Kearney4/1375C/MergerIntegration108319_Macros48Management Reports (Generated through Excel and PowerPoint)Web-enabled User Interface(Via a Terminal Server Application)Summaries by Project TeamMonthly Achievement & ForecastMonthly Pr
144、ogress Against Plan and ForecastProject Risk AssessmentUpdates to the system are used to track progress against targets. The system can track multiple parameters, including - savings, costs, headcount and project statusCapital ExpendituresHeadcount Reductions and Related Savings/ CostsNon-Headcount
145、Savings and Related Implementation CostsOther Restructuring Charges (i.e. Asset Sales & Write-Offs)Risk and Key Milestone TrackerA.T.Kearney4/1375C/MergerIntegration108319_Macros49The Steering Committee and client team leaders are provided with summaries of progress against plan on a regular basisIl
146、lustrativeRun Rate Saves Integration Program(US$ MM)Run Rate Saves Project SC01Run Rate Saves Supply Chain Integration TeamFinancial Reports 0100200300AprMayJunJulAugSepOctNov DecJanFebMarMonthlyActualsOriginalPlanRevisedForecastJulAugSepOctNov DecA.T.Kearney4/1375C/MergerIntegration108319_Macros50A
147、 risk-tracking system is implemented to track initiative progress and to help anticipate delays, identify barriers to success and highlight areas of concern to leadership$10MMSize of SavingsGreenYellowRedRisk RatingExpected Completion DateTBDCS1CS5ST1ST8ST2MD2MD15MD21MD19MD1MD11MD26MD29MD33SC1SC4SC3
148、SC5SC6SC7MD32SC11RT4aRT4bPP2CS2Illustrative Example01/0212/9906/0012/0006/02On HoldMD31MD34ST7RT5RT3Initiative Risk Assessment EM1MD18EM6PP4IIPP7EM3EM4EM5EM7SF11SF8ST9ST10PP5CS4RT6MD6MD27EM2MD37AA1A.T.Kearney4/1375C/MergerIntegration108319_Macros51Initiative Prioritization Business Criticality and S
149、izeIn risk management, objective criteria need to be developed to decide which initiatives are inherently more risky than othersBusiness Complexity howmanyareasofthebusinesswillbeinvolvedintheproject?Technical Complexity howtechnicallydifficultistheproject?Project Size howmanydedicatedFTEswillbework
150、ingontheproject?Business Criticality howmuchdoesitmatteriftheprojectdoesnotmeetitsobjective?A=IncrementalbenefitbutcurrentprocesseswillsufficeB=Supportsstrategybutmanageableimpactifprojectfails/delayedC=Importanttothestrategywithsignificantimpactifprojectfails/delayedD=Criticalimpact/mustkeepupwithc
151、ompetitors/cannotcontinuebusinessComplexityHighLowHighDCBAABCDIllustrativeBusiness CriticalityProject2Project3Project6Project1Project4Project5In This Example, Project 5 and Project 1 Are Both Critical and Complex, Requiring a Formal Project Risk Management ApproachA.T.Kearney4/1375C/MergerIntegratio
152、n108319_Macros52Once risks have been identified, they are then prioritized as “Red”, “Amber” or “Green” (RAG) to reflect their potential impactnRiskCategorizationRed=ShowstopperLegalblocktothemergerUnabletoprovideoneFundsTransferSystemLoseamajorcustomerUnquantifiablecostimpactAmber=SeriousProblemMaj
153、orcostimpact(difficultworkarounds)CustomerirritationorembarrassmentGreen=MinorProblemMinorcostimpact(workaroundsidentifiedandacceptable)LocalizedimpactIllustrativeA.T.Kearney4/1375C/MergerIntegration108319_Macros53A.T. Kearney QualificationsA.T.Kearney4/1375C/MergerIntegration108319_Macros54Successf
154、ul Track RecordnDiversifiedmanagementconsultingFirmnFoundedin1926nBackedbytheinformationtechnologyexpertiseofEDSnMostlyFortune500clientelenGlobal65officesin35countriesnSenior,experiencedstaffnMorethan3000assignmentsperyearn$1.4billionoffeesin2000BerlinTokyoSanFranciscoLosAngelesPhoenixDenverAtlantaC
155、hicagoTorontoNewYorkClevelandWashington,D.C.MadridLondonParisDsseldorfMilanAmsterdamBrusselsMunichSingaporePragueStockholmOsloCopenhagenMoscowHong-KongMexicoHelsinkiSaoPauloDallasBarcelonaMelbourneSydneyBeijingCaracasOttawaLisbonBuenosAiresManilaWellingtonStuttgartSeoulSanDiegoHoustonMiamiBostonKual
156、aLumpurJohannesburgIstanbulNewDelhiA.T. Kearney is a global management consulting firm with 5,000 employees worldwideA.T.Kearney4/1375C/MergerIntegration108319_Macros55Sample of Recent ClientsAmeritechAnglianBTCarrefourEuroDisneyGeneralMotorsJohnson&JohnsonKelloggMetroMonoprixNabiscoNomuraPepsiCoPro
157、medesPrudentialQuelleSearsShellSprintUnileverA.T. Kearney is best known for delivering outstanding tangible results quicklyRepresentative Annual Results AchievedFederal Express$500 MillionSears$750 MillionRolls-Royce$750 millionMarks & Spencer$250 millionGeneral Motors$3.5 BillionA.T.Kearneyhashelpe
158、denormouslytoaddressourkeyissuesWehaveplannedandimplementedcostreductionProgrammesthatwillreturnoverhalfabilliondollarsFred Smith, CEO, Federal ExpressinsharpestcontrastA.T.KearneyconsultantshelpedengineeroneofthemoststunningcorporateturnaroundsinrecentmemoryArthur Martinez, CEO, Sears (excerpt, rev
159、iew ofDangerousCompanyinFortune,August 18, 1997)TheKearneyworkhasmadeusradicallyre-thinkourapproachtothebusiness.WewouldnthavedonethatotherwiseM&S SupplierA.T.Kearneyisreallythefatherofourglobalpurchasingsystem.TheyareourachievementconsultantsJack Smith, CEO, GMWewantedconsultantswhowouldntjustgiveu
160、sadviceandwalkawayJohn Rose, CEO, Rolls-RoyceA.T.Kearney4/1375C/MergerIntegration108319_Macros56Our commitment to our clients is guided by three key principlesRelationship Based AccountsSenior-levelrelationshipsandaccountabilityinternationallyJointsteeringcommitteesandactionteamsInvolvementofkeystak
161、eholdersPersonable,collegialclientinteractionTwoqualityevaluationsfollowingaproject85%ofworkexceedsexpectationsTheonlyprogramofitskindtoourknowledge90%ofrevenuesfromrepeatclients15currentclientswith10plusyearsMostrelationshipsextendinternationallythroughourone-firmpolicyEngagement Quality ReviewMutu
162、al InvolvementUnique Quality ProgramThese principles ensure that A.T. Kearney consistently provides not only high-value insights but also practical, tangible results for our clientsA.T.Kearney4/1375C/MergerIntegration108319_Macros57In overall satisfaction, A.T. Kearney is the global leader71%74%75%7
163、7%79%79%80%82%94%A.T. Kearney KPMG Peat Marwick Price Waterhouse McKinsey & Company Andersen Consulting Booz-Allen & Hamilton Boston Consulting IBM CSC Index Source:LouisHarrisSurvey,1998Client SatisfactionA.T.Kearney4/1375C/MergerIntegration108319_Macros58Our organization of global service and indu
164、stry practices supports effective building and dissemination of specific know-howIndustry PracticesService PracticesOperationsStrategy and Organization/Merger IntegrationTechnologyAerospace and DefenseAutomotiveCommunicationsand MediaFinancial InstitutionsHigh TechAndElectronicsPharmaceuticalandHeal
165、thcareProcessConsumer Goodsand RetailTransportation UtilitiesA.T.Kearney4/1375C/MergerIntegration108319_Macros59AluminiumComp.ofAmericaTheBattenfeldGroupCIAMSpAEKOStahlGmbHGEAAGJamesRiver-FortHowardKvaernerWarnowWerft GmbHKruppMAK/SKLLoneStarTechnologies,Inc.MANGutehoffnungshtteAGMann+HummelPfleider
166、erRobertBoschGmbHR.R.Donnelley&SonsCompanySiemensSiemens/TycoThyssenKruppVATechnologieAGWoodwardGovernorBoothFisheriesCorp.DelikatFabrikkerA/SEACPlumroseDivisionH.J.HeinzCo.JohnLabattLtd.K.-H.AsmussenGmbH&CoLipton/VanDenBergFoodsMDFoodsInternationalMolsonBreweriesNoelkeSelectBeveragesInc.UnileverCan
167、adaLtd./UnileverFoodsABNAMRON.V.BankfrGemeinwirtschaftAGBankofAmerica/NationsBankBankofIndonesiaBankofMelbourneBayerischeHypoBank/BayerischeVereinsbankAGChaseManhattanBank/ChemicalBankCIBC/TDDBS/POSBankErsteBank/CeskasporitelnaHIHWinterthurIntl.HoldingsK&H/ABN-Amro(Hungary)SBCWarburgSocitGnraleUnion
168、BankUnitedJerseyBankWestpacBankingCorporationAirLingus-FLSBahnTransGmbHCanadianNational/IllinoisCentralCanadianPacificLtd.FederalExpressCorp.IstitutoNazionaleTraspo.LOGSPEDGmbHUnivarCorp.WegenerN.V.AOKApexCarrefour-PromodesDestecEnergy,Inc.Enso-GutzeitOYHOCHTIEF/TurnerIllinoisPowerCasino-MonoprixNag
169、anoToyotaMotorSalesCo.,Ltd.PacificCorp.SaintLaurentPaperboardStaples,Inc.We have used our specific capabilities and know-how to build a wide range of global merger integration experience with more than 250 assignmentsSelection of A.T Kearney merger integration clientsAdvancedMedical,Inc./IVACSystems
170、,Inc.AgrEvoAirLiquide/BOCAmocoArcoBaxterInternational,Inc.BPBayer/HoechstAGBykGuldenLombergGroupDystarEcolabInc./HenkelKGaAGEPlasticsHoechst/ScheringAGHoechst/Rhne-PoulencMetallgesellschaftMobilMonsantoNationalPatentMedical/AmericanWhiteCrossRohm&HaasShellSterlingChemicalTotalFinaElfWellaAGTransport
171、ationOther Food industryIndustryOil & gas, chemicals, pharmaceuticalsFinancial institutionsA.T.Kearney4/1375C/MergerIntegration108319_Macros60Our merger integration competency is brought to life through a style suitable for merger integration activityswiftness and analytical rigor matched with sensi
172、tivity and buy-inA.T. Kearney Merger Integration Practice CompetenciesMerger EngagementsMI ApproachIntellectual Capital DevelopmentConsultedtomanyoftheworldstopcorporationsAnindependentstrategicviewAdvisoryroleinmanyofthemajormergersinthepastdecadeMergerintegrationexperienceacrossindustriesandgeogra
173、phiesFormalizedfeedbackprocesseswithinthefirmtocaptureandadvancepostmergerintegrationbestpracticesHighlydevelopedproject/riskmanagementskillsProvenabilitytoexpeditechangeinlargeorganizationsSeasoned ExpertiseKnowledgeof Best PracticesTangibleResultsCross-functionalandcross-companyteam-basedapproachW
174、ell-structuredandflexibleworkplanEarlyandrecurrentmanagementbuy-inopportunitiesCulturallyversedandflexibleTangibleresultsmindsetCooperative,participatorystyleLeverageclientknowledgebaseObjective,fact-basedanalysisandpractical,feasiblerecommendationsLocalresources/globalsupportA.T. Kearneys Approach To Client Work
