Yves Zieba

Acquisition Integration

July 2013

Realise the planned benefits of your acquisition

The odds are against you ! 80% of acquisitions failed

O u r p o s i t i o n i n g a n d m e t h o d s

Most consultants work on due diligence and rush out of the boat once the deal is

finalized!!!

They only know too well that it is exactly when the real problems start !

That is exactly when we jump in.

Problems come from the complexity of the interdependencies and from

assumptions made

Our method has been used and endorsed for large and smaller companies.

We u s u a l l y a r r i v e w h e n o t h e r s j u s t l e f t t h e b o a t !

O u r s t r e n g h t s

Establish Strategic Program Management

by keeping up to date with the latest theories and practices

Manage each phase of your Acquisition Integration Program Life Cycle

by using appropriate templates and methods

Manage the Acquisition Benefits from Beginning to End

by identifying and monitoring strictly your benefits

Build your stakeholder coalition

by changing their behaviours when necessary

Be on top of your governance

by using simply rules

Improve your business analytics

by introducing new metrics, tools and processes

T h e b r i d e a l w a y s l o o k s b e a u t i f u l

T h e s t r a t e g i c d r i v e r s b e h i n d a c q u i s i t i o n s

Most mergers fail, only 20% succeed. Make sure yours do succeed !

Strategic M&A process: frequent acquirers outperform in the long term

Strategy: linking pre-deal and post-deal strategy

Market Context

Regulatory Context

External Growth Strategy

The integration director is appointed. The game can start !

I n t e g r a t i o n o v e r v i e w

Integration objective and intent

What is integration? Which integration strategy ?

Reason for success. Will we succeed?

Learning from mergers, lessons learned and retrospectives from past mergers

Different mergers at different stages of the company life cycle

What should we expect during the integration?

Transforming the business

Different «versions of truth» surface

P l a n n i n g f o r i n t e g r a t i o n

Model for integration planning

Integration checklist

What is 100-day planning?

What needs to happen on Day 1

Information Management

Bringing the companies together

Planning for “the dip” in productivity and service

Review integration readiness

M & A t y p i c a l l i f e c y c l e p h a s e s

I n t e g r a t i o n D r i v e r s

What are synergies?

How deep to cut ?

The principles of integration are often unclear

Budget for integration tends to be underestimated

Integration tracking is made difficult

2nd wave integration is almost always needed

I n t e g r a t i o n G o v e r n a n c e

Putting the right people in the right place as quickly as possible

Roles, job description and role delineation

Responsibility and accountability, controls in place at different levels

Board level tracking of integration

Agree reporting requirements

“Teaching integration” in our company

Integration standards, tool kits, process

Risk workshop and risk management, Track progress

D e l i v e r y – I n t e g r a t i o n M a n a g e m e n t

Mobilize a merger team with senior change agents early

Strategic delivery of integration

Roll out new procedures for managing projects Integration Management

Strategic plans

Parallel planning process

Detailed plans

A c q u i s i t i o n I n t e g r a t i o n w i t h i n e a c h f u n c t i o n

While we specialise on sales, marketing and customer services, most

acquisition integration programs need support across support functions.

Finance , IT, Human Resources

Communications

Supply Chain

Head Office and Property

Procurement, R&D, Legal

Health, Safety, Security, Environment

F o c u s o n s a l e s m a r ke t i n g & c u s t o m e r s e r v i c e

Managing proactively interdependencies with other aspects of the integration.

Sales and marketing overview and specific culture

Brand

Communication planning

Integration of sales

Integration of marketing

Integration of customer service

Customer perspective day 1

Revenue generation

Y v e s Z i e ba ba c kg ro u n d i n f o r m a t i o n

Studied at London Business School, IMD and ESCP Europe

Focus on change management during acquisition and separation

Worked on the rebranding of a network of service stations and retail shops in

Germany after the acquisition of Minol by Elf.

Managed the integration of Thomson and Reuters

sales and customer service (7000 employees),

as well as 12 smaller scale integrations.

Designed the new operating model and

the new customer segmentation post acquisition.

C o n t a c t u s a n d m o re i n f o

For more information, please contact us:

By email: contactus@greenspire.ch

On skype: yveszieba

Follow us on Twitter: @greenspireeu

Monthly MeetUp diners

Facebook Group.

More specialised bios are available on request.

Yves Zieba is the ESCP Europe Alumni network delegate for Switzerland

a DD Consulting Switzerland associate

(part of a wider global network of M&A Specialists)

A partner of the valutao platform

We recommend OrganizationWeaver and partner with BrightArch.

Books and articles on request