100 Day Post-Merger Integration Plan

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100 Day Post-Merger Integration Plan
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Agenda
The purpose of todays meeting is to secure GAIs
commitment to the proposed XYZ/ABC integration
initiative.

• Where Are We Today?
• Where Do We Want To Go?
• How When Will We Get There?

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XYZ Must Position Itself For Future Success
Where are we today?
6 Factors Shaping Future
Success In The Automobile Industry
XYZ Current State

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XYZs Challenge Unlock 1.2B (NPV) In Synergies
Where do we want to go?
True Blue identified dozens of revenue
enhancement and cost savings opportunities, of
which 1.2 billion are readily quantifiable.
TOTAL VALUE OF XYZ/ABC SYNERGIES
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Acquisition Will Require Risk Mitigation
Risks Assessment
Market Risks

• Loss of customer focus
• SUV market growth
• Dealer resistance
• ABC brand dilution

Operational Risks

Strategic Risks

• Analyst acceptance of XYZ vision
• XYZ/ABC vision not embraced
• Strength of ABC leadership

• Outdated ABC capabilities
• Suppliers contract management
• Capacity issues

Organizational / Cultural

• Retention of key management
• Labor union resistance
• Resistance to change

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XYZ Enterprise Integration Model
How do we get there?

• Create cross-organizational hierarchy and clear
  lines of accountability by function

• Enable dedicated teams of SMEs to execute
  critical integration activities

• Ensure organizational focus on realizing XYZ/ABC
  synergies

• Create structure that transcends XYZ/ABC deal as
  a platform for XYZ-wide change

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XYZ Enterprise Integration Model
How do we get there?
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Change Management Initiatives
How do we get there?

1. Organize all stakeholders ASAP to announce
   details of integration strategy plan
2. Establish 2-way feedback protocol mechanisms
3. Launch communication campaign to minimize
   misinformation and misunderstanding

Reports on the completion status to Enterprise
Integration Steering Committee

• Track stakeholder awareness of integration
  progress
• Track and categorize employee complaints
• Track stakeholder satisfaction

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