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Focus Stage
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I I I
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Prepare for the final battle of consolidation, with solid offensive (winner take all) and defensive (exit the industry) strategies Refocus the portfolio of activities to dominate the industry Adjust the cost structure to achieve the most competitive value chain and outsource non-core businesses to gain flexibility and cost advantages Create global coverage, a global network, and global intelligence systems necessary to achieve, of course, global dominance
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Balance and Alliance Stage
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Take necessary steps, at the appropriate time, to prepare the political and cultural environment to accept your company as the global leader in your industry Consider reinvesting profits for charitable causes such as education, environmental protection, and health development Fight and overcome complacency to gain a spirit of continuous competitiveness and further development to prolong industry dominance
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Winning the Merger Endgame
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Screen and benchmark other competitors and upcoming competitive technologies with regard to their potential threats to the existing business model and the impact on future development Reexamine the business portfolio for potential spin-off candidates
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THE ENDGAMES FUTURE: WHAT S NEXT
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Sometimes, taking the scenic route pays off It s been four years since we began compiling data to study value-building growth We wanted not only to find out how companies grow, but also to uncover what specific growth methods they use to increase shareholder value Soon after, we extended our research to examine merger integration, scrutinizing the conundrum of combining functions and departments of widely different companies and cultures This, in turn, led us to focus more intently on mergers, acquisitions, and the consolidation activity in industry It s been a long journey, but the sights and insights we experienced along the way have been well worth our while But the journey is not over The data and insights expressed in Winning the Merger Endgame take us to the horizon of a new age of industry titans and carefully constructed conglomerates We believe these entities will become global corporate citizens that partner with governments and global trade organizations for the betterment of the planet and its people We look forward to living through and writing the next chapter of this epic We would like to invite our readers to join us in this venture If you agree or disagree with our views on how the Endgames model will play out over the next decade or if you have personal experiences in consolidating industries please share your views and experiences with us You can write to the authors at endgames@atkearneycom Notes 1 David Elias, Dow 40,000 (New York: McGraw-Hill, 1999) 2 James K Glassman and Kevin A Hassett, Dow 36,000 (New York: Random House/Three Rivers Press, 2000)
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The Endgames Vision of 2010
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3 Ken Belson, Debt Load in Japan Brings a Downgrade, International Herald Tribune, 31 May 2002 4 Max M Habeck, Fritz Kroeger, and Michael R Traem, After the Merger: Seven Rules for Successful Post-Merger Integration (London: Pearson Education Limited, 2000) 5 Johan C Aurik, Gillis J Jonk, and Robert E Willen, Rebuilding the Corporate Genome: Unlocking the Real Value of Your Business (New York: John Wiley & Sons, 2002)
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Appendix
Endgames Methodology and M&A Transactions 1988 to 2001
Our life is frittered away by details Simplify Simplify Henry David Thoreau, Walden But, then again, others might argue God is in the details Ludwig Mies van der Rohe he current wave of merger activity crested at the opening of the decade with a multitude of mega-deals America Online announced it was merging with Time Warner in a strategic move to create what it called the world s first fully integrated media and communications company The all-stock combination was valued at US$165 billion This record US deal was topped by the US$200 billion deal announced a few months earlier by Britain s Vodafone, the world s largest mobile phone provider, which declared a hostile bid for Mannesmann AG (Germany) and Orange PLC (Britain) This in turn had surpassed the earlier world record US$90 billion bid for WarnerLambert by Pfizer Since this flurry of deals in 2000, activity has fallen to much lower levels both in scale and number in large part due to the meltdown of dot-coms and telecom companies And the crater-
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