Only 20% of mergers succeed. Many assumptions are made during the due diligence phase, and many things go wrong during execution. Our method helps you maximise your chances of success, and mitigate most of the classical risks during the first 100 days especially.

1. Yves Zieba
Strategy and Innovation expert
Realise the planned benefits of your acquisition

2. Our value propositions to corporate leaders
Articulate and Achieve Agile Growth Strategy
by using latest strategy practices
Mobilise Private Equity and Venture Capital
by contacting new partners
Plan your Market Entry
by careful monitoring of market demands
Realise the planned Benefits of your Acquisition
by program managing the acquisition integration
Create Competitive Advantage
with best in class Corporate Development
Increase Enterprise Efficiency
by introducing operational improvements

3. Yves Zieba background
Studied at London Business School, IMD and ESCP Europe
Focus on strategy, acquisition and innovation
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.

4. Our positionning and methods
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 acquisitions by
companies like Lloyds and BASF.

5. Our strenghts
Establish Strategic Program Management
by keeping up to date with the latest theories and practices
Manage each phase of your Program Life Cycle
by using appropriate templates and methods
Manage your 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

6. The strategic drivers behind acquisitions
Most mergers fail, only 20% succeed. Make sure yours do succeed !
Strategic M&A process
Strategy: linking pre-deal and post-deal strategy
Market Context
Regulatory Context
External Growth Strategy

7. Integration 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

8. Planning for integration
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

9. Integration Drivers
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

10. Integration Governance
Putting the right people in the right place
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

11. Deliver y – Integration Management
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

12. Acquisition Integration within each function
While we specialise on sales, marketing and customer services, most
acquisition integration programs need to factor in the following functions.
Finance
IT
Human Resources
Communications
Sales and Marketing
Supply Chain
Head Office and Property
Procurement, R&D, Legal
Corporate Responsibility
Health, Safety, Security, Environment

13. Focus on sales marketing & customer 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

14. Focus on corporate responsibility early
We also advise our clients on corporate responsibility
During acquisitions, the values, ethics and culture of each company always
differ. Organisation assets and history vary too.
A strong corporate responsibility approach is a unique opportunity to create
the «best of both» approach in terms of culture.
It is a strong mechanism to retain top talents and to mitigate branding risks

15. Contact us
For more information, please contact us:
contactus@greenspire.ch