80% of acquisitions failed to deliver their expected benefits. That said, we observe that companies with a capability to integrate well other companies, tend to outperform others. Greenspire helps you manage the integration and realise the benefits you expect.

1. Yves Zieba
Acquisition Integration
July 2013
Realise the planned benefits of your acquisition

2. The odds are against you ! 80% of acquisitions failed

3. Ou r posit ion in g an d met h ods
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.

4. We u su ally arrive wh en ot h er s ju st lef t t h e boat !

5. Ou r st ren gh 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

6. Th e bride always looks beau t ifu l

7. Th e st rategic driver s beh in d acqu isit ion 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

8. The integration director is appointed. The game can start !

9. In tegrat ion over view
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

10. Different «versions of truth» surface

11. P lan n in g for in tegrat ion
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

12. M& A t ypical lifecycle ph ases

13. In tegrat ion Driver 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

14. In tegrat ion G overn an ce
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

15. Deliver y – In tegrat ion Man agemen 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

16. Acqu isit ion In tegrat ion wit h in each fu n ct ion
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

17. F ocu s on sales market in g & cu stomer ser vice
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

18. Yves Zieba backgro u n d in fo rm at io 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.

19. Con t act u s an d more in fo
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.

20. Books and articles on request