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» Products & Services » »

Merger & Acquisition Integration Excellence

ID: OP-73


Features:

35 Info Graphics

25 Data Graphics

130 Metrics

54 Narratives

163 Best Practices


Pages: 282


Published: Pre-2014


Delivery Format: Shipped


 

License Options:
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Single User: Authorizes use by the person who places the order or for whom the order was placed.

Sitewide: Authorizes use of the report for a geographic site. All people at site can view the report for a year and copies can be printed.

Corporate: Authorizes use for the entire company for a year and copies can be printed. No limitations for usage inside the company.




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919-403-0251

  • STUDY OVERVIEW
  • BENCHMARK CLASS
  • STUDY SNAPSHOT
  • KEY FINDINGS
  • VIEW TOC AND LIST OF EXHIBITS
Create superior business growth and value for stakeholders by mastering the five key areas of integration: Business Development; Integration Planning; Culture & Personnel Management; Sales, Marketing & Customer Service; Technology & Systems. Conducted on behalf of 11 corporations from seven economic sectors, this study identifies the effective and innovative practices that top companies use to create superior growth and value for stakeholders through integration excellence. Distilled from hundreds of resources and drawn from more than 50 high-performing companies, the study clearly delineates the practices that ensure success in the five key integration areas.

Industries Profiled:
Pharmaceutical; Consulting; Telecommunications; Aerospace; Banking; High Tech; Manufacturing; Financial Services; Consumer Products; Automobile; Chemical; Computers; Electronics; Internet; Health Care; Medical Device; Insurance; Defense; Computer Software; Media; Multiple


Companies Profiled:
AstraZeneca; AT Kearney; Bell Atlantic; Boeing; Case Technologies; Chrysler; Cisco Systems; Citigroup; Coca-Cola; DaimlerChrysler; DuPont; EDS; Exxon Mobil; General Electric; GE Capital; GlaxoSmithKline; GTE; Honeywell; IBM; Intel; Johnson & Johnson; Kaiser Permanente; Lockheed Martin; Lucent Technologies; Motorola; Novartis; Phillips; Prudential; SBC Communications; Solectron; Sprint; Synopsys; The Thomson Corporation; Tyco; Verizon Wireless; Viacom; Wells Fargo; Yahoo; Sanofi-aventis

Study Snapshot

The Wall Street Journal featured key findings from this report in its article, "Cisco Defies the System with Mergers that Work"

Best Practices, LLC's M&A integration study is a response to the reality that the pace of new mergers and acquisitions shows no sign of slowing. Yet, while every single industry has been affected by this trend, the success of these combinations is suspect at best. In one recent study, barely one-half of the M&A deals of recent years delivered shareholder value that outperformed even the relevant industry averages; and for large-scale acquisitions or mergers, that percentage is less than 25%.

Many sources of M&A integration exist, but very few have identified the specific practices that distinguish many of the world’s top integrators. This report by Best Practices, LLC combines the practices and experiences of over 20 leading companies into a comprehensive publication. Included are: insights concerning leading integrators’ team structures and how those teams are used to deliver on new growth opportunities. It also clearly delineates the practices in place that ensure success in five key integration areas of: Business Development; Integration Planning; Culture & Personnel Management; Sales, Marketing & Customer Service; Technology & Systems. This report provides a navigational compass that can guide your company's efforts to create a world-class M&A integration system.


Other Options

Best Practices, LLC has identified the specific practices that distinguish many of the world’s top integrators. Our new M&A Integration Advantage assessment service can help you take the first step toward world-class integration -- compare your current state with those that have found a high level of success!

Best Practices, LLC also offers individual report chapters, presentation slides, electronic copies of the report and bundled services.  Contact Chris Bogan, President & CEO, for more information at 919-403-0251 ext. 228

Table of Contents

Executive Summary
· Executive Summary 
· Study Context
· Study Methodology
· Key Project Findings
· Report Structure and Organization
· Next Steps

Chapter 1: Business Development

· Introduction and Key Findings.
· Aligning M&A Activity with Corporate Strategy.
· Managing Due Diligence for Speed and Effectiveness.
· Developing Leadership Support and Buy-in.
· Managing Anti-trust and Legal Issues Surrounding M&A.
· Measuring Business Development Success & Improvement

Chapter 2: Integration Planning
· Introduction and Key Findings.
· Develop an Integration Framework.
· Assigning Integration Leadership.
· Managing to Integration Milestones.
· Defining the Role of the Integration Team
· Capturing Costs and Creating Strategy
· Leveraging Internal and External Expertise

Chapter 3: Culture and Personnel
· Introduction and Key Findings.
· Assessing Corporate Culture.
· Managing Cultural Integration
· Communicating Human Resources and Cultural Integration
· Identifying and Retaining Key Leaders
· Integrating Personnel
· Developing Integrated Personnel Policies and Packages
· Measuring Integration Success

Chapter 4: Sales, Marketing & Customer Service
· Introduction and Key Findings.
· Aligning Marketing Strategy.
· Deploying a Unified, Well-Informed Sales Force
· Delivering Seamless Customer Service

Chapter 5: Technology & Systems
· Introduction and Key Findings
· Assessing and Prioritizing for Technological Integration
· Implementing Technology and Systems Integration
· Managing to Retain Key Technical Personnel


List of Charts & Exhibits

Managing Superior Merger & Acquisition Integrations
Moving From Poor Integrations to Excellent Ones
M&A Integration Excellence System Map
Business Development
Structuring M&A Activities
Technology Roadmap
Reviewing the Strategic Fit
Strategic Criteria for M&A Deals
Evaluating Target Companies
Selecting M&A Opportunities
Identifying Performance Metrics
Achieving Leadership Buy-In
Executive Involvement
Pre-Deal Team Sizes
Integration Planning 
Advanced Integrators are using Full-Time Integration Teams on Major Acquisitions
Boeing’s Integration Team Reporting Structure
Thomson’s Approach to Identifying Post-Merger Redundancies
Integration Managers
Managers and VPs Most Often Lead Integration Teams Following the Deal
Steering Committees
An Overlapping Integration Team Structure
GE’s Pathfinder Model
How Thomson Identifies and Delegates Integration Issues
Integration Team Size
Departmental Integration
Cost Reduction Goals
Culture and Personnel
Compatibility Factors
Evaluating Key Cultural Dimensions
Cultural Questionnaire
Culture Grading Scale
A Good Fit?
Combining Cultures
AstraZeneca’s Task Force Teams
Integration Facilitation
Maintaining Productivity
AstraZeneca’s Leadership Identification Process
Leader Appointments
Evaluating Leadership Candidates
Retaining Managers
Monitoring M&A’s Impact
Sales, Marketing & Customer Service
Linking Sales and Marketing Actions to Company Goals
HMR’s Product Portfolio Analysis Process
Integration Drivers
Building A Market-Focused Development Process
Translating Goals into Actions
Partner Strengths
Avoid Customer Confusion During Integration
Creating A Recipe for Integration Success
Communicating the Benefits of Integration Activities
Technology & Systems
How Intel Prioritizes Technology Integration
How GTE Assesses Which Legacy Systems Survive
Synopsys’ Telecomm Integration Steps
Maximizing Productivity
Retaining Technicians