并购整合咨询框架(英文)2科尔尼战略咨询PPT课件

Growth Matrix (CAGR 1988-2000)
Simple Growers 13.8%
Value Growers
18.0%
21.5%
Revenue
-2.7% Value
Revenue
Value
3.6% Revenue
-3.6% Value
4.1% Revenue
12.8% Value
Under performers
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A.T. Kearney 4/1375C/Merger Integration 3
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Executive Summary
This section is tailored to the client situation and summarizes the approach proposed in the document
Merger Integration
Intellectual Capital Collection
Generic Proposal
March 2006 ATKEARNEY
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第一部分
整体概述
THE FIRST PART OF THE OVERALL OVERVIEW, PLEASE SUMMARIZE THE CONTENT
Source: A.T. Kearney Monograph on Value-Building Growth 2001
A.T. Kearney 4/1375C/Merger Integration 8
Few mergers actually create shareholder value
Acquirer's Value Growth Following a Merger
_Macros
The best value-builders combine organic growth with mergers and acquisitions
Value Growers Follow Conscious, Constant Process To Growth
Revenue Growth
A.T. Kearney 4/1375C/Merger Integration 4
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Our Understanding your
Situation
This 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
Overperformance compared to industry average
Value growth 150%
Top performing mergers create significant shareholder value
Source: A.T. Kearney Analysis 2001, SDC database, Global Worldscope
40% of Growth Is From Acquisitions
Value Growers Manage Both
Well
40%
External
Sources of Growth
60%
100%
Internal
Total Growth
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What really matters in “acquisition for growth” strategies is execution
A.T. Kearney 4/1375C/Merger Integration 5
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A.T. Kearney’s Perspective on Merger Integration
A.T. Kearney 4/1375C/Merger Integration 6
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A.T. Kearney 4/1375C/Merger Integration 9
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Business Integration issues require “usual” management decisions while four main
Profit Seekers Value Growth
Source: A.T. Kearney Monograph on Value-Building Growth 2001
A.T. Kearney 4/1375C/Merger Integration 7
Mergers and acquisitions are key growth drivers
Average: 2.8%
49.5%
50.5%
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16%
Top-Performing Mergers
3%
8%
12% 27% 21%
10%
3%
-100%
-60%
-30% -15% 0% 15% 30%
60%
Underperformance compared to industry average
A.T. Kearney 4/1375C/Merger Integration 2
Table of contents
Executive Summary Our Understanding of Your Situation A.T. Kearney’s Perspective on Merger Integration Proposed Overall Approach Realizing Integration Synergies Integration Management A.T. Kearney Qualifications