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1、March2002MergerIntegrationIntellectualCapitalCollectionGenericProposalTableofcontentsExecutiveSummaryOurUnderstandingofYourSituationA.T.Kearney’sPerspectiveonMergerIntegrationProposedOverallApproachRealizingIntegrationSynergiesIntegrationManagementA.T.

2、KearneyQualificationsExecutiveSummaryThissectionistailoredtotheclientsituationandsummarizestheapproachproposedinthedocumentOurUnderstandingyourSituationThissectionistailoredtotheclientsituationandsummarizesthekeydriversofthemerger.Itshouldhighlightrele

3、vantquantitativeandqualitativeanalysisthatdemonstrateourinsightintotheclient’sparticularchallengesanddriversofsuccessfortheintegrationA.T.Kearney’sPerspectiveonMergerIntegrationThebestvalue-builderscombineorganicgrowthwithmergersandacquisitionsSource:A

4、.T.KearneyMonographonValue-BuildingGrowth2001RevenueGrowthValueGrowthUnderperformersProfitSeekersSimpleGrowersValueGrowersGrowthMatrix(CAGR1988-2000)ValueGrowersFollowConscious,ConstantProcessToGrowthMergersandacquisitionsarekeygrowthdriversWhatreallym

5、attersin“acquisitionforgrowth〞strategiesisexecutionSource:A.T.KearneyMonographonValue-BuildingGrowth2001SourcesofGrowth40%ofGrowthIsFromAcquisitionsValueGrowersManageBothWellFewmergersactuallycreateshareholdervalueSource:A.T.KearneyAnalysis2001,SDCdata

6、base,GlobalWorldscopeAcquirer'sValueGrowthFollowingaMergerTopperformingmergerscreatesignificantshareholdervalueValuegrowth3%8%12%27%21%16%3%UnderperformancecomparedtoindustryaverageOverperformancecomparedtoindustryaverage-100%-60%-30%30%60%150%-15%15%0

7、%Average:2.8%49.5%50.5%Top-PerformingMergers10%BusinessIntegrationissuesrequire“usual〞managementdecisionswhilefourmainfactorsaddanotherlevelofconsiderablecomplexity…ScopeHighnumberofdecisionstobemadeinalloperationalandfunctionalareasDozensofprojects/i

8、nitiativesandriskstobemanagedTimepressureAllstakeholdersexpectrapidexecution(shareholders,employees,management,regulationcommittees,government,…)DecisionsneedtobemadewithoutdelaySimultaneityCo-existenceofstrategic,tacticandoperationalde