This framework is developed by a team of former McKinsey and Big 4 consultants. The presentation follows the headline-body-bumper slide format used by global consulting firms.
This product (Post-merger Integration [PMI]: Revenue Synergies) is a 27-slide PPT PowerPoint presentation slide deck (PPT), which you can download immediately upon purchase.
Stiff market competition, expansion into new territories, product portfolio extension, and gaining new capabilities are the prime reasons why more and more organizations are seriously looking into the prospects of—and carrying out—Mergers and Acquisitions (M&A).
A large number of M&A deals take place annually around the globe, and Revenue Synergies are a decisive factor in closing such deals. However, identifying precisely where these Revenue Synergies lie and then capturing them isn't as easy as it sounds.
This deck provides a detailed overview of the 7 guiding principles that help organizations capture maximum value from Post-merger Integration (PMI):
1. Source of Synergies
2. Leadership Ownership
3. Customer Insight-driven Opportunities
4. Salesperson Driven Strategy
5. Ambitious Targets and Incentives
6. Sufficient Support
7. Performance Management
Understanding these sources of value provides the leaders a head start on capturing value and outstripping competition.
The slide deck also includes some slide templates for you to use in your own business presentations.
The PPT delves into the critical aspects of identifying and capturing Revenue Synergies during Post-merger Integration (PMI). It highlights the importance of understanding the sources of synergies, which include exploring markets and channels, go-to-market strategies, and developing commercial capabilities. The content is designed to provide C-level executives with actionable insights and practical templates to facilitate the integration process and maximize value creation.
Executives will find value in the detailed breakdown of industry targets and the emphasis on the long-term nature of securing revenue synergies. The document also addresses common impediments and offers a structured approach to overcoming them. By leveraging customer insights, setting ambitious targets, and ensuring sufficient support, organizations can navigate the complexities of PMI and achieve their revenue objectives. This comprehensive guide is an essential tool for any executive looking to drive success in M&A initiatives.
This PPT slide outlines essential inquiries that executives must address to effectively pursue Revenue Synergies following a merger or acquisition. It presents eight critical questions categorized under "Getting Started – 8 Key Questions." Each question is designed to guide leaders in clarifying their objectives and aligning their organizational strategies.
The first question focuses on the specific goals related to the value and timeline of achieving Revenue Synergies. This sets the foundation for understanding what success looks like. The second question emphasizes the need to identify organizational priorities, including geographic focus and product strategies, which are crucial for effective market positioning.
The third question addresses the acceptance of these priorities among leadership and employees, highlighting the importance of buy-in for successful implementation. The fourth question probes the adequacy of customer insights, which are vital for validating objectives and ensuring alignment with market needs.
The subsequent questions shift towards operational execution. The fifth question assesses the capability of the sales force to implement the proposed strategies, which is critical for achieving revenue targets. The sixth question delves into the reward structures for sales personnel, indicating that motivation and incentives are key to driving performance.
The seventh question pertains to the management of execution and transformation processes, underscoring the need for a structured approach to change management. Finally, the eighth question focuses on metrics for measuring success and celebrating milestones, which are essential for maintaining momentum and morale throughout the integration journey.
These inquiries collectively provide a roadmap for leaders to prioritize actions and establish a framework for successful integration. Addressing these questions will help organizations lay the groundwork for effective implementation of their integration initiatives.
This PPT slide presents a comparative analysis of revenue synergies versus cost synergies within the context of post-merger integration. It emphasizes that companies typically require a longer timeframe to realize revenue synergies compared to cost synergies. The graph illustrates the percentage of total synergy targets achieved by the end of each year following a merger.
At the close of the deal, companies capture an average of 33% of their revenue synergy target. This figure increases steadily over the subsequent years, reaching 60% by the end of Year 2, 82% by Year 3, and culminating at 93% by Year 5. The incremental gains are highlighted, showing that the average revenue synergies increase by 33 percentage points in Year 1, 27 in Year 2, 22 in Year 3, and a final 3 percentage points in Year 5.
In contrast, cost synergies are depicted as being achieved much more rapidly, typically within 2 years. The dashed line indicates a hypothetical trajectory for cost synergies, suggesting that while they can be attained quickly, revenue synergies require sustained effort and strategic focus over a longer period.
This insight is crucial for executives considering mergers or acquisitions. It underscores the importance of patience and long-term planning in realizing the full benefits of revenue synergies. Companies must be prepared for a gradual realization of these benefits, which may influence their integration strategies and resource allocation post-merger. Understanding this timeline can help in setting realistic expectations and aligning operational efforts accordingly.
This PPT slide titled "Sufficient Support – Overview" emphasizes the importance of organizational capabilities in achieving revenue synergies post-merger. It highlights that newly merged entities often face challenges due to differing systems and processes. The guiding principle here is to consolidate resources and support across departments to ensure smooth integration.
Key actions outlined include solidifying critical teams, particularly in IT and sales operations, to create a cohesive unit that can effectively manage cross-departmental tasks. This involves authorizing these teams to oversee sales operations seamlessly, ensuring that customer orders flow efficiently from initiation to delivery.
The slide also stresses the need for outlining and revising workflows. Customizing systems and conducting pilot tests are crucial steps to identify and rectify errors early in the integration process. This proactive approach helps in refining operations and minimizing disruptions.
Defining new working models for teams, especially between sales and supply chain, is another focal point. Sharing the significance of these models ensures that all team members understand their roles and responsibilities in the new structure.
Training is highlighted as essential, with the initiation of up-to-date training modules and sales aids to equip teams with the necessary skills. Setting ambitious yet realistic objectives, along with performance metrics, is vital for measuring success. The slide concludes by emphasizing the importance of recognizing and rewarding the cross-functional team for their efforts in implementing these initiatives, which fosters a culture of accountability and motivation.
This PPT slide presents a framework for identifying revenue synergy opportunities through 3 key dimensions: location, offerings, and sales strategies. It emphasizes the importance of rebranding as a strategic approach to effectively engage a specific customer segment, particularly in the context of post-merger integration.
Under the "Where to sell" category, the slide highlights 3 primary strategies: cross-selling to existing customers, geographic expansion (both national and international), and channel expansion in overlapping markets. These strategies suggest that organizations can leverage their current customer base while exploring new territories and channels to maximize revenue potential.
The "What to sell" section focuses on product offerings, including bundles and solutions, rebranding efforts, brand extensions, and new products. This indicates a need for companies to innovate and diversify their product lines to meet the evolving demands of their target market, thereby enhancing customer engagement and satisfaction.
The "How to sell" dimension outlines various sales optimization strategies, such as channel optimization, coverage optimization, salesforce effectiveness and enablement, and revenue management. These elements are crucial for ensuring that the sales team is equipped to effectively deliver the rebranded offerings and maximize sales performance.
Overall, the slide serves as a comprehensive guide for organizations looking to harness synergies post-merger. It underscores the necessity of aligning product offerings and sales strategies with market opportunities to drive growth and enhance customer relationships. This structured approach can help executives make informed decisions about resource allocation and strategic initiatives.
This PPT slide presents findings from a McKinsey study involving 200 M&A executives across ten sectors, focusing on the achievement of revenue synergy targets post-merger. It highlights a concerning trend: on average, these organizations fell short by approximately 23% of their revenue synergy goals. This shortfall indicates a significant gap between expectations and actual performance in capturing potential synergies.
The slide categorizes the sectors analyzed, including advanced electronics, aerospace, automotive, and pharmaceuticals, among others. Each sector is accompanied by a bar graph illustrating the percentage of revenue synergy targets achieved. For instance, advanced electronics and semiconductors show a relatively high capture rate of 78%, while the aerospace and defense sector lags behind at 69%. The average capture rate across all sectors stands at 77%, suggesting that even the best-performing sectors are not fully realizing their potential.
The data underscores the challenges organizations face in integrating operations and realizing synergies after mergers. It suggests that while some sectors perform better than others, there is a universal struggle to meet revenue targets. This insight could be crucial for potential customers considering the document, as it emphasizes the importance of strategic planning and execution in post-merger integration efforts. Understanding these dynamics can guide executives in setting realistic expectations and developing targeted strategies to improve synergy capture in future M&A activities.
This PPT slide titled "Salesperson-driven Strategy – Overview" outlines key considerations for developing a post-merger integration (PMI) strategy focused on sales personnel. It emphasizes the need for the leadership team to understand the implications of a merger on the sales force and the overall sales process.
First, it highlights that changes to the sales cycle are inevitable, with similarities to previous cycles potentially easing the transition. This suggests that familiarity can foster acceptance among sales teams. The slide also points out the necessity for sales personnel to adapt to a broader product range, indicating that the merger may introduce new offerings that require additional training and skills.
The text stresses the importance of recognizing additional skills requirements. Senior executives must be aware of the capabilities needed by frontline sales teams to effectively market new products. This implies a need for ongoing assessment of skill sets and potential gaps that may arise from the merger.
To address these gaps, the slide recommends organizing coaching sessions and onboarding programs. This proactive approach can help ensure that sales teams are well-equipped to handle new products and sales strategies.
Lastly, it notes that large companies often possess strong customer relationships, which can be leveraged to cross-sell additional products after a merger. This insight underscores the potential for enhanced revenue generation through existing client bases, provided that sales teams are adequately prepared to capitalize on these opportunities. Overall, the slide serves as a strategic reminder of the importance of aligning sales strategies with the new business landscape following a merger.
This framework is developed by a team of former McKinsey and Big 4 consultants. The presentation follows the headline-body-bumper slide format used by global consulting firms.
For $10.00 more, you can download this document plus 2 more FlevyPro documents. That's just $13 each.
ABOUT FLEVYPRO
This document is part of the FlevyPro Library, a curated knowledge base of documents for our FlevyPro subscribers.
FlevyPro is a subscription service for on-demand business frameworks and analysis tools. FlevyPro subscribers receive access to an exclusive library of curated business documents—business framework primers, presentation templates, Lean Six Sigma tools, and more—among other exclusive benefits.
The average daily rate of a McKinsey consultant is $6,625 (not including expenses). The average price of a Flevy document is $65.
Trusted by over 10,000+ Client Organizations
Since 2012, we have provided best practices to over 10,000 businesses and organizations of all sizes, from startups and small businesses to the Fortune 100, in over 130 countries.
Read Customer Testimonials
"As a niche strategic consulting firm, Flevy and FlevyPro frameworks and documents are an on-going reference to help us structure our findings and recommendations to our clients as well as improve their clarity, strength, and visual power. For us, it is an invaluable resource to increase our impact and value."
– David Coloma, Consulting Area Manager at Cynertia Consulting
"My FlevyPro subscription provides me with the most popular frameworks and decks in demand in today’s market. They not only augment my existing consulting and coaching offerings and delivery, but also keep me abreast of the latest trends, inspire new products and service offerings for my practice, and educate me
in a fraction of the time and money of other solutions. I strongly recommend FlevyPro to any consultant serious about success.
"
– Bill Branson, Founder at Strategic Business Architects
"The wide selection of frameworks is very useful to me as an independent consultant. In fact, it rivals what I had at my disposal at Big 4 Consulting firms in terms of efficacy and organization."
– Julia T., Consulting Firm Owner (Former Manager at Deloitte and Capgemini)
"Flevy is our 'go to' resource for management material, at an affordable cost. The Flevy library is comprehensive and the content deep, and typically provides a great foundation for us to further develop and tailor our own service offer."
– Chris McCann, Founder at Resilient.World
"[Flevy] produces some great work that has been/continues to be of immense help not only to myself, but as I seek to provide professional services to my clients, it gives me a large "tool box" of resources that are critical to provide them with the quality of service and outcomes they are expecting."
– Royston Knowles, Executive with 50+ Years of Board Level Experience
"As a young consulting firm, requests for input from clients vary and it's sometimes impossible to provide expert solutions across a broad spectrum of requirements. That was before I discovered Flevy.com.
Through subscription to this invaluable site of a plethora of topics that are key and crucial to consulting, I
have been able to exceed expectations and deliver quality advice and solutions to my clients. The quality and expertise of the authors are exemplary and gives me great confidence to use as part of my service offerings.
I highly recommend this company for any consultant wanting to apply international best practice standards in their service offerings.
"
– Nishi Singh, Strategist and MD at NSP Consultants
"As a consultant requiring up to date and professional material that will be of value and use to my clients, I find Flevy a very reliable resource.
The variety and quality of material available through Flevy offers a very useful and commanding source for information. Using Flevy saves me time, enhances my expertise and ends up being a good decision."
– Dennis Gershowitz, Principal at DG Associates
"I have used Flevy services for a number of years and have never, ever been disappointed. As a matter of fact, David and his team continue, time after time, to impress me with their willingness to assist and in the real sense of the word. I have concluded in fact
that it is not at all just a repository of documents/resources but, in the way that David and his team manage the firm, it is like dealing with consultants always ready to assist, advise and direct you to what you really need, and they always get it right.
I am an international hospitality accomplished senior executive who has worked and lived during the past 35 years in 23 countries in 5 continents and I can humbly say that I know what customer service is, trust me.
Aside from the great and professional service that Flevy's team provide, their wide variety of material is of utmost great quality, professionally put together and most current.
Well done Flevy, keep up the great work and I look forward to continue working with you in the future and to recommend you to a variety of colleagues around the world.
"
– Roberto Pelliccia, Senior Executive in International Hospitality
Receive our FREE presentation on Operational Excellence
This 50-slide presentation provides a high-level introduction to the 4 Building Blocks of Operational Excellence. Achieving OpEx requires the implementation of a Business Execution System that integrates these 4 building blocks.
Click main image to view in full screen.
