企业并购重组整合咨询报告英文版.pptx

March 2006;Table of contents;Executive SummaryThis section is tailored to the client situation and summarizes the approach proposed in the document;Our Understanding your SituationThis section is 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 client’s particular challenges and drivers of success for the integration;A.T. Kearney’s Perspective on Merger Integration;The best value-builders combine organic growth with mergers and acquisitions;;;Business Integration issues require “usual” management decisions while four main factors add another level of considerable complexity… ;… explaining why only few mergers and acquisitions succeed fully ;Top performers across most industries can create significant shareholder value;Once the deal is closed, the principal problems relate almost entirely to failures in merger management, rather than to the underlying strategic rationale;To manage inherent risks, “critical success factors” can be distilled from successful large-scale mergers to guide value creation;Source: A.T. Kearney's global PMI survey '98;Proposed Overall Approach;A.T. Kearney has a flexible merger integration framework with a comprehensive toolkit to support planning and implementation throughout the merger process to ensure value capture;This allows merging entities to rapidly capture available sources of value by focusing on operational synergies, as well as seamlessly merging the organizations;The program structure supports focused value capture teams working across all SBU/Geographic teams;Implementation;During the critical period prior to change of control, the engagement team assumes the role of a “clean team” to enable critical pre-merger integration;After change of control, the teams quickly finalize — not identify — synergy opportunities and gain consensus;;Source: A.T. Kearney Merger Integration ;Realizing Integra