1. 100 Day Post-Merger Integration Plan

2. Agenda Where Are We Today? Where Do We Want To Go?
The purpose of today’s meeting is to secure GAI’s commitment to the proposed XYZ/ABC integration initiative.
Where Are We Today?
Where Do We Want To Go?
How & When Will We Get There?

3. XYZ Must Position Itself For Future Success
Where are we today?
XYZ Must Position Itself For Future Success
6 Factors Shaping Future Success In The Automobile Industry
Enhanced via ABC?
XYZ Current State
Cross-divisional integration to capture economies of scale & scope
Independent, highly fragmented organizations
Value-added suppliers / manufacturing partners
Brands slowly migrating to larger shared supplier base
Improved quality while decreasing manufacturing costs
Some quality concerns, compared to best-in-class
Customer-centric brand portfolio management
Balanced portfolio of well regarded, premium brands
Frequent model introductions
Time-to-market generally on pace with competition
Increased sales & distribution channels, CRM strategies
Limited presence in EM’s, initial CRM efforts positive
XYZ’s competitive position relative to emerging success factors:
Weak
Average
Strong

4. XYZ’s Challenge: Unlock $1.2B (NPV) In Synergies
Where do we want to go?
XYZ’s Challenge: Unlock $1.2B (NPV) In Synergies
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
Market-Based Synergies
Operations Based Synergies
Create formal structure to unlock long-term benefits
Focus will be on achieving “quick-hits” (purchasing, cash mgmt, headcount reduction identification)
100 Day Focus
The ABC acquisition should be considered in the context of the forces driving success in the automotive industry and XYZ’s current position within it.

5. Acquisition Will Require Risk Mitigation
Risks Assessment
Acquisition Will Require Risk Mitigation
Market Risks
Loss of customer focus
SUV market growth
Dealer resistance
ABC brand dilution
Risks
Operational Risks
Strategic Risks
Outdated ABC capabilities
Suppliers contract management
Capacity issues
Analyst acceptance of XYZ vision
XYZ/ABC vision not embraced
Strength of ABC leadership
Organizational / Cultural
Retention of key management
Labor union resistance
Resistance to change

6. XYZ Enterprise Integration Model
How do we get there?
XYZ Enterprise Integration Model
Integration Change Management
Value Realization
Operational Synergies
COMMUNICATION
ORGANIZATION
CULTURE
Market-Based Synergies
Enterprise Integration Steering Committee
Objectives of Integration Model
Integration Change Management
Value Realization
Operational Synergies
COMMUNICATION
ORGANIZATION
CULTURE
Market-Based Synergies
Enterprise Integration Steering Committee
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

7. XYZ Enterprise Integration Model
How do we get there?
XYZ Enterprise Integration Model
Integration Change Management
Value Realization
Operational Synergies
COMMUNICATION
ORGANIZATION
CULTURE
Market-Based Synergies
Enterprise Integration Steering Committee
Responsible for realizing identified market-based synergies
Consultant
Oversight
Distribution
CRM
Brand
Research
Scott Bowman, Dir.
Sales &Marketing
VP Sales &
Marketing, ABC
Integration Change Management
Value Realization
Operational Synergies
COMMUNICATION
ORGANIZATION
CULTURE
Market-Based Synergies
Enterprise Integration Steering Committee
Responsible for realizing identified operational synergies
Mary Jane, COO
Consultant
Oversight
Manufacturing
Purchasing
Finance
Technology (R&D)
Information Tech.
Integration Change Management
Value Realization
Operational Synergies
COMMUNICATION
ORGANIZATION
CULTURE
Market-Based Synergies
Enterprise Integration Steering Committee
ABC, COO
HR Director, ABC
Mary Jane, COO
Chief of Staff, XYZ
Responsible for vision, direction and prioritization of all integration efforts
CEO, ABC
Stanley, Strategy
Consultant
Oversight
Tom Brown, CEO
Integration Change Management
Value Realization
COMMUNICATION
ORGANIZATION
CULTURE
Market-Based Synergies
Operational Synergies
Enterprise Integration Steering Committee HR
Legal/Environ.
Cultural Integration
Communication
Accountable for integration facilitation & risk mitigation
CEO, ABC
Stanley, Strategy
Consultant
Oversight

8. Change Management Initiatives
How do we get there?
Change Management Initiatives
GOAL:
ACTIONS:
METRICS:
COMMUNICATION
ORGANIZATION
CULTURE
Facilitate integration effectiveness with clear & continuous communication
Align organization to increase efficiencies and realize synergies
Minimize integration risks due to cultural differences
Organize all stakeholders ASAP to announce details of integration strategy & plan
Establish 2-way feedback protocol & mechanisms
Launch communication campaign to minimize misinformation and misunderstanding
Develop cultural transition strategy to manage and mitigate the culture shock
Create compelling reasons for employees to embrace change
Start XYZ and ABC team building right away to create “one firm” culture
Deploy cultural progress surveys
Revalidate survey results with focus group workshops
Put extra emphasis on gathering informal feedback
Maximize stakeholder buy- in and involvement
Set cross-organizational hierarchy between ABC and XYZ divisions
Identify and develop retention strategy for key ABC and XYZ players
Monitor retention rates
Benchmark actual and forecasted ABC and XYZ organization rationalization
Reports on the completion status to Enterprise Integration Steering Committee
The ABC acquisition should be considered in the context of the forces driving success in the automotive industry and XYZ’s current position within it.
Track stakeholder awareness of integration progress
Track and categorize employee complaints
Track stakeholder satisfaction

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