Methods for integrating marketing and brand in M&A

Methods for integrating marketing and brand in M&A
By Mr. Alex Liu & Mr. Nikolaus Raberger & Mr. Andy Rinaldi & Dr. Christian Sawaryn

Thinking of the key factors for acquisition success, most experienced M&A professionals would discuss the importance of sales, operations, human resources and finance. However, one corporate function often forgotten from the integration equation is marketing, which drives the organization’s value proposition to its customers and details the company's brand image and story. 

The authors of this paper, from McKinsey & Co., suggest....

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Using culture to improve M&A performance

Using culture to improve M&A performance
By Mr. Jeff Black & Ms. Elizabeth Martin & Mr. Jim Terpstra & Ms. Gina Sandon & Ms. Ana Dutra

This keynote session reviewed strategies for retaining an acquisition target's key team members, including the structure of financial incentives and retention agreements for key executives that align with critical cultural and performance objectives. 

Liz Martin, Senior M&A HR Manager at Microsoft; Gina Sandon, Director, Global Merger & Acquisition Synergy at IBM; Jim Terpstra, Senior Director, Corporate Development at Groupon; and Ana Dutra, Board Director at CME Group, Eletrobras, & Elkay Industries shared their experience managing human capital risks and considered methods for repeatable post-merger performance improvement through... 

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Linking integration and financial metrics around synergy targets

Linking integration and financial metrics around synergy targets
By Mr. David W. Smalstig & Ms. Dawn White & Eileen Kamerick & Mr. Ken Kotylo

Frameworks for developing realistic synergy targets were debated during this session as the participants drilled into the interplay between term sheets and post-close operating dynamics, considered occasions for limited post-merger integration, contemplated variations in deals where there is a minority or venture investment, and considered approaches that may make a future divestiture feasible. 

Dawn White, Manager, M&A Integration - Corporate Development at Corning; Eileen Kamerick, Member, Board of Directors at AIG Funds, Associated Banc-Corp, Legg-Mason Closed-End Mutual Funds and Hochschild Mining; and Ken Kotylo, Vice President of Acquisitions & Corporate Development at Telephone and Data Systems (TDS) drilled into the interplay between term sheets and....

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Developing and tracking synergy and integration targets | M&A Conference at Fordham Law New York

Developing and tracking synergy and integration targets | M&A Conference at Fordham Law New York
By Dr. Georg Siedlaczek & Mr. John Andrews & Mr. Nicolas Moiseeff & Mr. Stuart Gleichenhaus

This keynote discussion looked at the interplay between term sheets and the critical post-close.

Insights from Georg-Michael Siedlaczek, VP of Global Post-Merger Integration at Bayer, John Andrews, VP of Strategy, Corporate Development and M&A at Vertellus, and Nicolas Moiseeff, Senior Director of M&A and Joint Venture at Bunge included specific guidance on direct and indirect synergies as well as…

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Using M&A value drivers to shape synergy and integration targets | M&A Conference at Wharton San Francisco

By Mr. Todd Smith & Ms. Pat Belotti & Ms. Marilyn Adan & Ms. Renee Scherrer

The interplay between diligence, term sheets, and the critical post-close operating dynamics is one of the great challenges corporate development teams face.  The session explored frameworks that can be used for developing realistic targets during the integration process.  

Faculty member Todd Smith, Senior Managing Director at FTI Consulting, distilled integration strategy into three major considerations:

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