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M&A_Check list

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M&A_Check list C O N F I D E N T I A L | www.oliverwyman.com Mergers & Acquisitions Checklist December, 2002 1CASECODE-FILENAME (YYYYMMDD Descriptor).ppt© Oliver Wyman� www.oliverwyman.com Oliver Wyman perspective: Getting ready to merge Merger preparation should ...

M&A_Check list
C O N F I D E N T I A L | www.oliverwyman.com Mergers & Acquisitions Checklist December, 2002 1CASECODE-FILENAME (YYYYMMDD Descriptor). ppt 关于艾滋病ppt课件精益管理ppt下载地图下载ppt可编辑假如ppt教学课件下载triz基础知识ppt © Oliver Wyman� www.oliverwyman.com Oliver Wyman perspective: Getting ready to merge Merger preparation should start before a merger is announced. ƒ Create your team ƒ Get them ready ƒ Develop a preliminary game plan Screen and identify potential candidates Negotiate terms and agree to merge Announce the merger Plan the integration The M&A process The “getting ready” process Start here to maximize merger benefits . . . . . . and not here Conduct due diligence Meet with potential candidates 2CASECODE-FILENAME (YYYYMMDD Descriptor).ppt© Oliver Wyman� www.oliverwyman.com Create your team Selecting key participants early helps to establish ownership and accountability for future success. Senior team „ Organizational redesign and HR issues „ Legal and regulatory „ Information technology „ Communications „ Facilities „ Wholesale „ T&D „ Customer service „ Operations support „ Corporate support Individuals to manage corporate-wide issues Individuals to lead functional integration teams Integration project manager Most important participants „ Establish overall approach „ Set merger objectives „ Make final decisions „ Lead day-to-day effort „ Manage teams „ Credibility and leadership „ Interpersonal and analytical skills „ Strategic perspective „ Comfort with change Desired attributes 3CASECODE-FILENAME (YYYYMMDD Descriptor).ppt© Oliver Wyman� www.oliverwyman.com Get them ready Training M&A participants can shorten the integration process and increase merger savings. Legal and regulatory process ƒ Federal-level approvals, including Hart-Scott-Rodino ƒ State-level approvals ƒ Overall timetable Capturing merger benefits ƒ Potential revenue growth ƒ Potential cost savings ƒ Costs to achieve Integration planning ƒ Typical work plan and schedule ƒ Deliverables and integration update ƒ Team roles and responsibilities Day 1 Requirements ƒ Legal and regulatory ƒ Contractual ƒ Fiduciary and financial ƒ Internal and external communications ƒ Systems ƒ Human resources Training areas for all participants ƒ Working with senior management at the other company ƒ Decision making during the planning process ƒ Potential organizational models for merged companies ƒ Communicating to internal and external audiences Additional training for M&A leadership and management ƒ Areas to investigate (by function) ƒ Information to collect ƒ Field visits and discussions ƒ Estimating potential savings and cost to achieve Additional training for due diligence and synergy teams ƒ Working with team members from the other company ƒ Most likely areas for revenue growth and cost savings ƒ Key metrics to review; relevant benchmarks ƒ Evaluation and decision-making criteria Additional training for functional integration teams 4CASECODE-FILENAME (YYYYMMDD Descriptor).ppt© Oliver Wyman� www.oliverwyman.com Develop a preliminary game plan Evaluating current processes and systems early helps to raise critical issues. Function Current cost competitive- ness Call center operations Current performance Scalability of processes and systems Pre-merger evaluation Meter reading Billing Payment processing Credit and collections Example: Customer services Low High Do we have a viable platform for growth? If not, should we invest in building one? What assets and capabilities should we be seeking in a merger partner? 5CASECODE-FILENAME (YYYYMMDD Descriptor).ppt© Oliver Wyman� www.oliverwyman.com Who we are We recently joined forces under the name Oliver Wyman, creating one of the world’s leading management consultancies. The new Oliver Wyman combines deep industry knowledge with specialized expertise in strategy, operations, risk management, organizational transformation, and leadership development. 6CASECODE-FILENAME (YYYYMMDD Descriptor).ppt© Oliver Wyman� www.oliverwyman.com What we do Oliver Wyman’s Utilities Practice helps our clients create value by providing business strategy and operational improvement services to address the breadth of issues facing electric and gas utility companies. ƒ Generation strategy ƒ Asset sales ƒ Power plant competitiveness ƒ Gas exploration and production ƒ Fuels strategy ƒ Bulk power alliances and entry strategy ƒ Bulk power marketing strategy ƒ Gas supply and transportation ƒ Separation of assets and operations ƒ Project planning and engineering ƒ Construction and maintenance ƒ Outsourcing and alliances ƒ Gas control ƒ Asset management and engineering ƒ “Back office” and support effectiveness ƒ Reliability and service restoration ƒ Work management and field force productivity ƒ Meter-to-cash (Collections) strategy ƒ Call center optimization ƒ Meter reading and billing ƒ New service delivery ƒ Marketing and pricing ƒ Branding strategy ƒ Profitability analysis ƒ Alliances, e.g., telecommunications, water Enterprise-Wide Strategy and Value Creation Organizational Effectiveness Performance Improvement Electric Generation & Gas Supply Wholesale Marketing and Trading Transmission Distribution CustomerService Retail Services ƒ Value-driven business design ƒ Mergers and acquisitions ƒ Regulatory support ƒ Organizational redesign ƒ Restaffing ƒ Alignment and redesign of corporate and support services ƒ Benchmarking and performance management ƒ Process redesign and implementation ƒ Supply chain management Wholesale Business Distribution and Retail Businesses
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