75% of M&As fail or add no value. This discussion guide is based on extensive research and looks at the hurdles, how to avoid them and a check list to assure a successful approach.

1. 75% Of Mergers &
Acquisitions Are Failures How To Avoid
Dean Crutchfield Associates

2. What’s the point?
The Problem of M&As
Most M&As fail, by 50%, 65%, 73.374%…..
Lack of long term integration management (loses
momentum)
Post deal communication not handled well
Soft issues neglected: culture, problems of retaining key
personnel and cross state M&As clashes as a result of pay
conditions, pensions, etc.
“People forget that after the heady aspirations of Friday’s
deal team there’s work to be done come Monday
morning.”
Dean Crutchfield Associates

3. Purpose of Discussion Guide
Successful M&As
Stimulate your thinking about the issues
Demonstrate how brand based transformation can drive top
line growth & internal
integration
Explore possibilities
to ensure M&A
success
Illustrate how the
strengths of DCA
helps you
Dean Crutchfield Associates

4. There Are No ‘Mergers’ Of Equals
The obvious truth
Management’s in a hurry
to grow
Complete integration is
necessary to:
Cut costs
Combine back office systems
Release synergies
Merge sales forces
Blend product lines, etc.
Culture & Practice Will Dominate!
Dean Crutchfield Associates

5. “Merging and acquiring
companies destroys shareholder
value. It is as simple as that.”
Mark Sirower, Former Chairman, Goldman Sachs
Dean Crutchfield Associates

6. Two determinates of value creation
1. How tight the ship is run
Typically the successful
‘acquirer’ are those with
a history of cost control
and productivity, i.e., the
‘acquirers’ culture will be
the more successful in
directing and getting the
most out of the deal.
Dean Crutchfield Associates

7. Two determinates of value creation
2. The closeness of relationships
In M&A, soft is hard and the
closeness of relationships with
customers, suppliers, partners
is crucial. The business that has the
deepest rules and the challenge to
is to embed the benefits of their
knowledge/approach.
*Brand architecture plays a huge role here. Is it logos, labels
and layers or worlds shared by employees and customers?
Dean Crutchfield Associates

8. Reasons for Failure
Internal
Tough keeping business performing
whilst managing the acquisition
Not addressing victor & vanquished
attitudes
Loss of momentum
Leadership struggles (diverting/devisive)
Inability of managers to lead the people through the transition
Dean Crutchfield Associates

9. Reasons for Failure
Internal
Do as I say, not as I do - lack of role models
Internal opposition to new ways of working
Resistance to new structure
Not engaging the workforce, fear of job losses
Not addressing conflict and culture issues
Dean Crutchfield Associates

10. Reasons for Failure
External
Market share does not grow
Confused brand identity
Publicised promise is difficult
to match on the inside
Regulators (can) both hinder and help process
Existing customers/suppliers no longer remain loyal
Shareholders doubt acquisition strategy
Dean Crutchfield Associates

11. Reasons for Failure
External
How do you manage the absorption of the acquired
brand(s) with its own values - operationally and
culturally into one ‘family’?….or not?
And if so, how should you manage it?
How do you absorb the acquired business/brand into
your house style?
And if so, how should you manage it?
Do you permit the business to keep its name under
a new holding company ‘group’ concept?
Do you manage the M&A as a transitional process,
with an initial focus on product marketing and brand
rationalization?
Do you communicate other dimensions to the added value of the deal
beyond simply increasing size, scope and resources?
Dean Crutchfield Associates

12. A Profitable Capital Management Program
External
Be clear about the future and create a sense of direction (and brand it)
Do not be afraid to state that you do not have all the answers
Manage external and internal communication together
Have a communication (and integration) plan in place before signing the
deal, which includes:
Audiences (including unions and work councils)
Key messages
Timetable
Activities and materials
Approvals process
Responsibilities
Dean Crutchfield Associates

13. A Profitable Capital Management Program
Internal
Do not over reassure internal audiences by saying there will not be
significant changes
Ensure regular and frequent communication using both face to face
methods (for effectiveness) and digital methods (for timeliness)
Focus on survivors not on leavers
Do not pretend it’s business as usual
Explain the business rational for the transaction (and repeat)
Do not approach integration as a phase, but as an on-going process
Dean Crutchfield Associates

14. A Profitable Capital Management Program
Concentrate focus on taking the initial steps
Planning
Announcements and pre completion
Early post completion
Integration
Transformation
Dean Crutchfield Associates

15. Transformation
does not occur simply through
somebody in a suit standing
up announcing it. There must
be a vision. Moreover, it has
to amount to more than a few
well chosen words.
Dean Crutchfield Associates

16. Check List
A Profitable Capital Management Program
Contact program between management
Key messages - internal and external
External consultants - who, why and what
Interim communication branding
Integration tools
Integration of communication terms
Identify new vision, mission and culture
Plan identity and communication strategy
Reporting news - internally and externally
Communication needs for transformation
Process for feedback
Dean Crutchfield Associates

17. Dean Crutchfield
Catalyzing top line growth for clients is what we
thrive on: how to put your best case and winning face
forward, sharpen the product offering and encourage
your people to move the needle north. By deploying
real world strategies and hands-on collaboration to
inspire teams we create content backed by actions
that will assure you of seizing every good opportunity,
selling more services and winning new business.
For 20 years Dean Crutchfield has advised the
world's most iconic brands, built businesses, created
new companies, opened international offices and
spoken about the role of brands at Duke, Kellogg,
Wharton and the Google Speaker Series. He has
made appearances on all major TV news networks,
commentary in the global press, editorials in major
business publications and is a Contributor to Forbes.
With a proven ability to inspire and push the
boundaries beyond the notion of what was thought
possible, DCA excel with clients who are looking to
run fast, led by CEOs, CMOs, entrepreneurs and
executive teams eager to capture dominant levels
Dean Crutchfield Associates of success. Let’s grow.

18. Our Mission
Achieving growth
For ambitious leaders who are driven to grow fast
Creating new business
Orchestrating and activating accelerated outreach programs
Building efficiencies
Rapidly sourcing the best talent for the business
Improving margins
Rallying teams behind the brand and go-to-market strategy
Boosting win rates
Delivering your best case and winning face forward
Dean Crutchfield Associates

19. In the pursuit of opportunity
without regard to resources
held, Dean Crutchfield has
targeted and won millions in
new fees for the world’s leading
image makers and innovation
consultancies.
Accomplished by convincing
senior executives at Fortune
500 companies on go-to-
market brand building
strategies, innovating new
products and businesses,
building key client relationships
and generating new business
opportunities.
Dean Crutchfield Associates

20. Armed
With A 2x2 Growth Matrix
& A White Board DCA Rapidly
Create Precise Multi-channel
Outreach Programs That
Generate Immediate
Impact
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21. Create Growth
Brand Strategy
Ambition Planning
Pitch Forum
Grow Teams
Selling
Presentation Skills
Team Building
Personal Branding
Sharpen Offers
Brand Building
Business Activation
Win Business
New Business 101
Pitch Boot Camp
Growing Clients
Pitch Doctoring
Dean Crutchfield Associates

22. Working with DCA
DCA (Dean Crutchfield Associates) achieve
growth for clients by tailoring brand-led
techniques that are uniquely participant
centered. We guarantee results. Whether it’s
a better pitch, winning new mandates, a
better team or more fees, you will find our
fee in your business within weeks.
DCA programs have been thoroughly tested
and proven with start-ups and Fortune 100
brands, uniquely adding immediate value.
When you hire DCA, you get results. If you
have the right people attend the sessions
and complete all of your committed
decisions and pilot initiatives and are still
not satisfied or seeing results by the agreed
time frame, we will coach and advise you
Dean Crutchfield Associates free until you do!

23. Global Client Experience
Aviva* McKinsey
BP Metsä Serla*
BT*
SKY*
Nomura*
BSkyB* PepsiCo
Camper & Nicholson PG&E
Carter’s Pitney Bowes
Cellcom* RBS*
CITI Scanfinest*
College Board Shell
“Dean always cuts to the core of what needs Comcast Smirnoff
to be done and said. He helps bring clarity and Staples
provides value by being an outsider with no
General Electric
agenda, so he can help you stand back and see Kraft Sunglass Hut
things from different perspectives. Fila Target
Dean helped us think through solutions and Frito-Lay Tower of London*
then form the best way to present those Littlewood’s* Warburg Pincus
solutions in a persuasive and compelling way.”
McDonald’s WGM
*References upon request M50 * Overseas Project
Dean Crutchfield Associates

24. Contact: Dean@deancrutchfield.com +1 917 239 3303
333 East 34th Street, Suite 15A/B, New York, NY 10016
www.deancrutchfield.com