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The contents of these pages are copyright © 2012 Frost & Sullivan. All rights reserved.
growth team m e m b e r s h i p™
Co-Sponsor
Strategy Implementation and Acquisition Integration
global
2012 corporate strategy and corporate development priorities survey results
TweeT AbouT The SurveyS
#2012priorities
2
The contents of these pages are copyright © 2012 Frost & Sullivan. All rights reserved.
2012 survey resultsgrowth team m e m b e r s h i p™
Contents
intro
executive Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3–4
Survey Purpose and respondents . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5
what is the Growth Team Membership™ . . . . . . . . . . . . . . . . . . . . . . . . 6
Corporate Strategy and Corporate Development overarching Challenges . . . . . . . 7
Key Corporate Strategy Challenges . . . . . . . . . . . . . . . . . . . . . . . . . . . 8seCtion
1
Key Corporate Development Challenges . . . . . . . . . . . . . . . . . . . . . . . . 22seCtion
4
Corporate Strategy resource Trends . . . . . . . . . . . . . . . . . . . . . . . . . . 12seCtion
2
Corporate Development resource Trends . . . . . . . . . . . . . . . . . . . . . . . . 25seCtion
5
Special Interest Topic: M&A Integration . . . . . . . . . . . . . . . . . . . . . . . . . 30seCtion
6
Special Interest Topic: Strategy Implementation . . . . . . . . . . . . . . . . . . . . . 17seCtion
3
respondent Demographics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 35seCtion
7
3
The contents of these pages are copyright © 2012 Frost & Sullivan. All rights reserved.
2012 survey resultsgrowth team m e m b e r s h i p™
Growth Team Membership™ research.
Introduction
Corporate Strategy Executive Summary
seCtion 1: Key Corporate Strategy Challenges
Key internal Challenge Key internal Challenge root CauseDeveloping effective strategy implementation plans Limited staff and insufficient skills
seCtion 3: Strategy Implementation
Composition of implementation teams
Frequency of strategy reviews Ability to execute the Plan
The majority of companies have dedicated implementation teams
Strategy implementation teams meet quarterly to review and revise strategy execution plans
Strategists indicate that their teams are “Average” in their ability to implement strategic initiatives
seCtion 2: Corporate Strategy resource Trends
Budgets resourcesStrategists typically have annual budgets under $1 million (uSD) Budgets and staffing levels will remain constant in 2012
4
The contents of these pages are copyright © 2012 Frost & Sullivan. All rights reserved.
2012 survey resultsgrowth team m e m b e r s h i p™
Growth Team Membership™ research.
Introduction
Corporate Development Executive Summary
seCtion 4: Key Corporate Development Challenges
Key internal Challenge Key internal Challenge root CauseAligning acquisition strategy with corporate strategy Lack of alignment on common objectives
seCtion 6: M&A Integration
timing of integration PlanningForms of integration Communications
Purpose of M&A Activity
Integration teams begin planning during Due Diligence
“Company e-mails” is the most popular form of communication during integration
Gaining new capabilities is the primary reason companies will conduct M&A activities in 2012
seCtion 5: Corporate Development resource Trends
Budgets resourcesCorporate Development departments typically have an annual budget under $1 million (uSD)
Budgets and staffing levels will remain constant in 2012
5
The contents of these pages are copyright © 2012 Frost & Sullivan. All rights reserved.
2012 survey resultsgrowth team m e m b e r s h i p™
Growth Team Membership™ research.
Introduction
Survey Purpose and Respondents
Co-SponsorSurvey PopulationMethodologyResearch Objective
To understand the most pressing internal challenges shaping corporate strategy and corporate development executives’ 2012 planning .
web-based survey platform Manager level and above corporate strategy and corporate development executives from companies globally .
116survey
respondents
6
The contents of these pages are copyright © 2012 Frost & Sullivan. All rights reserved.
2012 survey resultsgrowth team m e m b e r s h i p™
Growth Team Membership™ research.
Introduction
What is the Growth Team Membership™?
GtM is a subscription program that supports executives within the functions that report to the Ceo
GtM provides best practices, events, and services that enable executives to address challenges within their companies
CCorporateStrategy
Coorrppoorrate DDevelopment
Marketing
CompetitiivveeIInntteelllliigence
MMarketResearch
SalesLeadershipp
R&D/IInnnnoovvation
IInnvvestors/Finance
CEO
CorporateStrategy
Corporate Development
[email protected] www.gtm.frost.com
Ceo’s Growth Team™ GTM: Creating Client value
GTM’s case-based best practices help executives:
Speed the design and implementation of initiatives by not reinventing the wheel
Save money and reduce risk by avoiding mistakes made by other companies
Accelerate problem-solving with a cross-industry perspective
Improve their functions’ and companies’ performance and productivity
slideshare.net/Frostandsullivantwitter.com/Frost_GtM
7
The contents of these pages are copyright © 2012 Frost & Sullivan. All rights reserved.
2012 survey resultsgrowth team m e m b e r s h i p™
Growth Team Membership™ research.
Introduction
Strategy Implementation
Strategists are struggling with developing, implementing, and monitoring the annual corporate strategy .
Learn how Sundt created an integrated strategic planning process to break down silos, establish a shared corporate vision, and coordinate both strategic and tactical planning for effective implementation .
Planning for the FutureStrategists are incorporating a long range view—to identify game changing opportunities and risks—by including future trends in their strategic planning process .
Learn how Knorr bremse developed a systemic, Macro-to-Micro process to identify and integrate Mega Trends within its strategic planning process .
M&A: Supporting IntegrationCorporate development executives are relying on ad hoc integration teams, which result in inconsistent processes for integration, high turn over rates, and ultimately integration failure .
Learn how weir established a network of part-time, region-specific integration teams to increase capacity and harness local knowledge for effective acquisition integration .
Corporate Strategy overarching Challenges
Corporate Development overarching Challenges
best Practice Solutions from GTM
Contact us at GTMresearch@frost .com .
What’s Keeping Corporate Strategy and Corporate Development Executives Up at Night in 2012?
8
The contents of these pages are copyright © 2012 Frost & Sullivan. All rights reserved.
2012 survey resultsgrowth team m e m b e r s h i p™
Growth Team Membership™ research.
Key Corporate Strategy Challenges
INTRO
SECTION
4
SECTION
2
SECTION
5
SECTION
7
SECTION
3
SECTION
6
SECTION
1
9
The contents of these pages are copyright © 2012 Frost & Sullivan. All rights reserved.
2012 survey resultsgrowth team m e m b e r s h i p™
Growth Team Membership™ research.
Section 1
Challenge 1 Developing effective strategy implementation plans (26%)*
Challenge 2 Creating strategic plans that support corporate financial objectives (22%)
Challenge 3 embedding insights from future trends into strategic planning (14%)
Challenge 4 Tracking strategic initiatives’ progress and impact (19%)
Challenge 5 Factoring the role of company culture in strategy development (15%)
Top Five Key Corporate Strategy Challenges
survey Question: Please indicate the top five functional challenges shaping your corporate strategy plans in 2012.
* The respondents were asked to rank their top five challenges. The percentage values indicate how many respondents indicated that particular challenge was their first through fifth challenge.
10
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2012 survey resultsgrowth team m e m b e r s h i p™
Growth Team Membership™ research.
Section 1
B-to-B B-to-C
Challenge 1 Developing effective strategy implementation plans (24%)*
Developing effective strategy implementation plans (26%)
Challenge 2 Creating strategic plans that support corporate financial objectives (23%)
Creating strategic plans that support corporate financial objectives (19%)
Challenge 3 embedding insights from future trends into strategic planning (15%)
Aligning division-level strategies with corporate strategy (13%)
Challenge 4 Tracking strategic initiatives’ progress and impact (26%)
Engaging stakeholders to overcome barriers to new strategy adoption (23%)
Challenge 5 Factoring the role of company culture in strategy development (20%)
Creating a sustainability strategy (12%)
Corporate Strategy’s top challenges are largely the same across business models, but vary in their prioritization
Top Five Corporate Strategy Challenges (by business Model)
* The respondents were asked to rank their top five challenges. The percentage values indicate how many respondents indicated that particular challenge was their first through fifth challenge.
11
The contents of these pages are copyright © 2012 Frost & Sullivan. All rights reserved.
2012 survey resultsgrowth team m e m b e r s h i p™
Growth Team Membership™ research.
Section 1
Challenge 1 Developing effective strategy implementation plans
Staff: Limited resources and inadequate skills (24%)
Challenge 2 Creating strategic plans that support corporate financial objectives Process: Ineffective process (36%)
Challenge 3 embedding insights from future trends into strategic planning Process: Ineffective process (22%)
Challenge 4 Tracking strategic initiatives’ progress and impact
Technology/Systems: Inadequate/outdated technology (33%)
Challenge 5 Factoring the role of company culture in strategy development
Strategic Alignment: Lack of common objectives (33%)
The root cause of corporate strategy’s challenges run the gamut of people, process, and tools
survey Question: Please indicate if the root cause of your top five functional challenges are—staff, process, technology/systems, or strategic alignment.
root Cause of Top Five Corporate Strategy ChallengesTop Five Corporate Strategy Challenges
12
The contents of these pages are copyright © 2012 Frost & Sullivan. All rights reserved.
2012 survey resultsgrowth team m e m b e r s h i p™
Growth Team Membership™ research.
Corporate Strategy resource Trends
intro
Section
1
Section
4Section
5
Section
7
Section
3
Section
6
Section
2
13
The contents of these pages are copyright © 2012 Frost & Sullivan. All rights reserved.
2012 survey resultsgrowth team m e m b e r s h i p™
Growth Team Membership™ research.
Section 2
F
F
F F F F
0%
10%
20%
30%
40%
50%
60%60% 59%
19%21%
3%
10% 10%7%
5%
0%
5% 5%
19%
59%
6% 6%
3% 3%
Regardless of business model, the majority of strategists have budgets below $1 million
2012 Corporate Strategy budgets (by business Model)
survey Question: which of the following ranges (in $uSD) best describes your 2012 total Corporate Strategy budget (all expenditures on corporate strategy activities and general & administrative—including staff):
The red percentages are for all respondents .
Below $1 Million $1 Million to $2.99 Million
$3 Million to $4.99 Million
$5 Million to $9.99 Million
$10 Million to $19.99 Million
$20 Million or more
All Companies b-to-b Companies b-to-C Companies
14
The contents of these pages are copyright © 2012 Frost & Sullivan. All rights reserved.
2012 survey resultsgrowth team m e m b e r s h i p™
Growth Team Membership™ research.
Section 2
Strategists foresee little to no change in 2012 staffing levels
2012 Corporate Strategy Staffing (By Business Model)
survey Question: In comparison to 2011, your 2012 corporate strategy staffing will:
15%
1%4%
58%
22%
stay the same
Decrease Moderately
Decrease substantially increase substantially
increase Moderately
All Companies
B-to-C Companies
B-to-B Companies
20%
3% 3%
44%
30%
stay the same
Decrease Moderately
Decrease substantially increase substantially
increase Moderately
5%
61%
24%10%
stay the same
Decrease Moderately
Decrease substantially
increase Moderately
15
The contents of these pages are copyright © 2012 Frost & Sullivan. All rights reserved.
2012 survey resultsgrowth team m e m b e r s h i p™
Growth Team Membership™ research.
Section 2
Strategists in B-to-C companies are more optimistic about their budgets for 2012
2012 Corporate Strategy budget Changes (by business Model)
survey Question: In comparison to 2011, your 2012 corporate strategy budget will:
All Companies B-to-B Companies
B-to-C Companies
21%
4%4%
21%
20%
5%
3%
5%
3%
45% 48%
44%
30%
26% 21%
stay the same stay the same
stay the same
Decrease Moderately Decrease Moderately
Decrease Moderately
Decrease substantially Decrease substantially
Decrease substantially
increase substantially increase substantially
increase substantially
increase Moderately increase Moderately
increase Moderately
16
The contents of these pages are copyright © 2012 Frost & Sullivan. All rights reserved.
2012 survey resultsgrowth team m e m b e r s h i p™
Growth Team Membership™ research.
Section 2
Strategists in B-to-C companies are more likely to rate their function’s effectiveness as “Above Average”
Corporate Strategy effectiveness (by business Model)
survey Question: how would you rate the performance or effectiveness of your function compared to others within your industry?
All Companies B-to-B Companies
B-to-C Companies
11% 8%
14%
37%32%
41%
40% 46%
35%
12% 14%
10%
Above AverageAbove Average
Above Average
exceptional exceptional
exceptional
Below Average Below Average
Below Average
Average Average
Average
17
The contents of these pages are copyright © 2012 Frost & Sullivan. All rights reserved.
2012 survey resultsgrowth team m e m b e r s h i p™
Growth Team Membership™ research.
Special Interest Topic: Strategy Implementation
intro
Section
1
Section
4
Section
2
Section
5
Section
7
Section
6
Section
3
18
The contents of these pages are copyright © 2012 Frost & Sullivan. All rights reserved.
2012 survey resultsgrowth team m e m b e r s h i p™
Growth Team Membership™ research.
Section 3
45%55%
48%52% 53%47%
survey Question: For strategic planning, how would you rate the clarity of roles and responsibilities between your company’s Ceo, senior management, line management, and corporate strategy group?
survey Question: Do you have a dedicated team for managing and monitoring your corporate strategy’s implementation?
Strategists in B-to-C companies are more likely to have a dedicated implementation team but feel there is a lack of clarity in strategy development roles between the various participants
Dedicated Strategy Implementation Team (by business Model)
Clarity of roles between Strategic Planning Participants (by business Model)
All Companies
All Companies
B-to-B Companies
B-to-B Companies
B-to-C Companies
B-to-C Companies
13% 13% 13%
43%
47%
40%
28% 29% 24%
16%11%
23%
Above Average Above AverageAbove Average
exceptional exceptional exceptionalBelow Average
yesyes
yes
Below Average
Below Average
Average
Average
Average
19
The contents of these pages are copyright © 2012 Frost & Sullivan. All rights reserved.
2012 survey resultsgrowth team m e m b e r s h i p™
Growth Team Membership™ research.
Section 3
Respondents indicate that their company’s ability to execute its annual corporate strategy is only “Average”
Ability to execute the Annual Corporate Strategy (by business Model)
All Companies B-to-B Companies
B-to-C Companies
6% 8%
3%
30% 24%
37%
45% 52%
37%
19% 16%
23%
Above Average Above Average
Above Average
exceptional exceptional
exceptional
Below AverageBelow Average
Below Average
Average Average
Average
survey Question: how would you rate your company’s ability to execute the annual corporate strategy?
20
The contents of these pages are copyright © 2012 Frost & Sullivan. All rights reserved.
2012 survey resultsgrowth team m e m b e r s h i p™
Growth Team Membership™ research.
Section 3
Strategists in B-to-C companies meet to review strategy implementation more often than their peers in other companies
Frequency of Strategy reviews and Involvement of Senior Management (by business Model)
survey Question: how often does your strategy team convene to review and revise the strategy execution plan; and how often do they meet with senior management to review and revise the strategy?
All Companies B-to-B Companies B-to-C Companies
Frequency Conduct reviewsConduct reviews
with senior management
Conduct reviewsConduct reviews
with senior management
Conduct reviewsConduct reviews
with senior management
Weekly 3% 0% 5% 0% 0% 0%
Monthly 29% 22% 24% 23% 38% 20%
Quarterly 32% 38% 42% 45% 17% 30%
Twice a year 15% 15% 13% 16% 17% 14%
Annually 15% 15% 13% 8% 17% 23%
21
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2012 survey resultsgrowth team m e m b e r s h i p™
Growth Team Membership™ research.
Section 3
The majority of companies ensure that all divisions (profit and service centers) create annual plans to support the corporate strategy
Service Centers Create a Strategy to Support the Corporate Strategy
survey Question: Do the divisions (profit centers) within your company have their own annual plans that support the corporate strategy?
survey Question: Do the support functions (e .g ., human resources) create annual plans to support the corporate strategy?
survey Question: Do the support functions (e .g ., human resources) create annual plans to support the divisions’ (i.e., profit centers’) annual plans?
Profit Centers Create a Strategy to Support the Corporate Strategy
Service Centers Create a Strategy to Support the Profit Centers’ Strategies
All Companies
B-to-C Companies
86%
14%
66%
34%
57%43%
92%74%
58%
80%
20%
59%
41%
57%43%
yes
yesyes
yesyes
yes
yes
yes yes
B-to-B Companies
22
The contents of these pages are copyright © 2012 Frost & Sullivan. All rights reserved.
2012 survey resultsgrowth team m e m b e r s h i p™
Growth Team Membership™ research.
Key Corporate Development Challenges
intro
Section
1
Section
4
Section
2
Section
5
Section
7
Section
3
Section
6
Section
4
23
The contents of these pages are copyright © 2012 Frost & Sullivan. All rights reserved.
2012 survey resultsgrowth team m e m b e r s h i p™
Growth Team Membership™ research.
Section 4
Challenge 1 Aligning acquisition strategy with corporate strategy (21%)*
Challenge 2 Identifying promising acquisition targets ahead of competitors (17%)
Challenge 3 Creating a methodology to identify and assess the “right” strategic partners (19%)
Challenge 4 Assessing and balancing risk across a portfolio of acquisition opportunities (18%)
Challenge 5 Creating a process to assess the strategic fit of existing businesses within the corporate portfolio (12%)
Top Five Key Corporate Development Challenges
survey Question: Please indicate the top five functional challenges shaping your Corporate Development strategy in 2012.
* The respondents were asked to rank their top five challenges. The percentage values indicate how many respondents indicated that particular challenge was their first through fifth challenge.
24
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2012 survey resultsgrowth team m e m b e r s h i p™
Growth Team Membership™ research.
Section 4
Staffing limitations are the predominant root cause of corporate development’s challenges
survey Question: Please indicate if the root cause of your top five functional challenges are—staff, process, technology/systems, or strategic alignment.
root Cause of Top Five Corporate Development ChallengesTop Five Corporate Development Challenges
Challenge 1 Aligning acquisition strategy with corporate strategy
Strategic Alignment: Lack of common objectives (43%)
Challenge 2 Identifying promising acquisition targets ahead of competitors Staff: Limited resources (50%)
Challenge 3 Creating a methodology to identify and assess the “right” strategic partners Staff: Limited resources (40%)
Challenge 4 Assessing and balancing risk across a portfolio of acquisition opportunities Staff: Lack of knowledge (25%)
Challenge 5Creating a process to assess the strategic fit of existing businesses within the corporate portfolio
Process: Lack of process (50%)
25
The contents of these pages are copyright © 2012 Frost & Sullivan. All rights reserved.
2012 survey resultsgrowth team m e m b e r s h i p™
Growth Team Membership™ research.
Corporate Development resource Trends
intro
Section
1
Section
4
Section
2
Section
5
Section
7
Section
3
Section
6
Section
5
26
The contents of these pages are copyright © 2012 Frost & Sullivan. All rights reserved.
2012 survey resultsgrowth team m e m b e r s h i p™
Growth Team Membership™ research.
Section 5
B-to-B companies tend to have larger corporate development budgets than their peers in other companies
2012 Corporate Development budgets (by business Model)
survey Question: which of the following ranges (in $ uSD) best describes your 2012 total Corporate Development budget (all expenditures on corporate development activities and general & administrative—including staff):
All Companies b-to-b Companies b-to-C Companies
F
F
F
FF
F
0%
10%
20%
30%
40%
50%
60%
5%
50%
20%
25%
55%
13%10%
6%
0% 0%
10%
6%10%
32%
45%
3%
0%
10%
The red percentages are for all respondents .
Below $1 Million $1 Million to $2.99 Million
$3 Million to $4.99 Million
$5 Million to $9.99 Million
$10 Million to $19.99 Million
$20 Million or more
27
The contents of these pages are copyright © 2012 Frost & Sullivan. All rights reserved.
2012 survey resultsgrowth team m e m b e r s h i p™
Growth Team Membership™ research.
Section 5
Regardless of business model, respondents foresee no change in staffing for 2012
2012 Corporate Development Staffing (By Business Model)
survey Question: In comparison to 2011, your 2012 corporate development budget and staffing will:
All Companies
B-to-C Companies
B-to-B Companies
5%
3%
5%
66%
21%
stay the same
Decrease Moderately Decrease substantially increase substantially
increase Moderately 5%10% 5%
67%
13%
stay the same
Decrease Moderately
Decrease substantially increase substantially
increase Moderately
63%
31%
6%
stay the same
Decrease Moderately
increase Moderately
28
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2012 survey resultsgrowth team m e m b e r s h i p™
Growth Team Membership™ research.
Section 5
The majority of corporate development executives indicate there will be no change in budgets from 2011
2012 Corporate Development budget Changes (by business Model)
survey Question: In comparison to 2011, your 2012 Corporate Development budget will:
All Companies
B-to-C Companies
B-to-B Companies
5%
3%
5%
10%
10%5%
54%55%
56%
33% 20%
44%
stay the samestay the same
stay the same
Decrease Moderately
Decrease Moderately
Decrease substantiallyDecrease substantially
increase substantially increase substantially
increase Moderatelyincrease Moderately
increase Moderately
29
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2012 survey resultsgrowth team m e m b e r s h i p™
Growth Team Membership™ research.
Section 5
Respondents in B-to-B companies rate the effectiveness of their function more highly than their peers
Corporate Development effectiveness (by business Model)
survey Question: how would you rate the performance or effectiveness of your function compared to others within your industry?
All Companies B-to-B Companies
B-to-C Companies
11%5%
19%
29% 43%
29%
47%38%
56%
13% 14%
12%
Above Average Above Average
Above Average
exceptionalexceptional
exceptional
Below Average Below Average
Below Average
Average Average
Average
30
The contents of these pages are copyright © 2012 Frost & Sullivan. All rights reserved.
2012 survey resultsgrowth team m e m b e r s h i p™
Growth Team Membership™ research.
Special Interest Topic: M&A Integration
intro
Section
1
Section
4
Section
2
Section
5
Section
7
Section
3
Section
6Section
6
31
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2012 survey resultsgrowth team m e m b e r s h i p™
Growth Team Membership™ research.
Section 6
The majority of B-to-C companies tend to rely on ad hoc integration teams pulled together from other departments
Integration Team Composition (by business Model)
survey Question: which of the following best represents your company’s post-merger/acquisition integration staff composition?
Full-Time Team Part-Time Team Full-Time Team Supported by Supplemental Staff
Part-Time Team Supported by Supplemental Staff Ad hoc Team other
All Companies B-to-B Companies B-to-C Companies0%
50%
100%
8%
11%
11%
16%
48%
6%
5%
14%
19%
19%
33%
10%
13%
7%
13%
67%
32
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2012 survey resultsgrowth team m e m b e r s h i p™
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Section 6
All Companies 17% 0% 52% 14% 11% 0% 6%
B2B Companies 21% 0% 52% 16% 10% 0% 0%
B2C Companies 13% 0% 50% 12% 13% 0% 12%
Companies tend to have integration teams begin planning during the due diligence phase of M&A
M&A Stage Integration Team begins Planning (by business Model)
survey Question: At what stage in the M&A process does your integration team begin integration planning?
survey Question: Does your company’s post-merger/acquisition integration team manage the operational due diligence?
Integration Team Conducts operational Due Diligence (by business Model)
Opportunity Analysis
Target Identification
Due Diligence
Deal Negotiation
Deal Finalization
Deal Announcement
Day One
All Companies B-to-B Companies B-to-C Companies
63%
37%
68%
32%
54%46%
yesyes
yes
33
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2012 survey resultsgrowth team m e m b e r s h i p™
Growth Team Membership™ research.
Section 6
FAQ for stakeholders (63%)
Companies employ a wide mix of internal communication mechanisms during integration
M&A Integration Communication Mechanisms (by business Model)
survey Question: Which of the following does your company use in its internal communications during integration (check all that apply)?
employee e-mails (92%) employee e-mails (89%) employee e-mails (94%)
Company newsletter (67%) Town hall presentations (79%) FAQs for stakeholders (44%)
Deal-specific talking points for staff (75%) Company newsletter (84%) Deal-specific talking points for staff (63%)
Town hall presentations (66%) Deal-specific talking points for staff (73%)Town hall presentations (38%)
Company newsletter (38%)
FAQ for stakeholders (59%) Integration portal (31%)
All Companies B-to-B Companies B-to-C Companies
34
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2012 survey resultsgrowth team m e m b e r s h i p™
Growth Team Membership™ research.
Section 6
(72%)
(72%)
(63%)
(53%)
(68%)
(63%)
(52%)
(52%)
(42%)
Companies are predominantly using M&A to gain customers or capabilities
Top Four Goals of M&A Activity in 2012 (by business Model)
survey Question: Which of the following best represents the purpose(s) for your M&A activities in 2012 (check all that apply)?
All Companies B-to-B Companies B-to-C Companies
(69%)
(63%)
(63%)
(50%)
(50%)
(44%)
35
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2012 survey resultsgrowth team m e m b e r s h i p™
Growth Team Membership™ research.
respondent Demographics
intro
Section
1
Section
4
Section
2
Section
5
Section
3
Section
6Section
7
36
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2012 survey resultsgrowth team m e m b e r s h i p™
Growth Team Membership™ research.
Section 7
Respondent Demographics
survey Question: Please indicate the type of enterprise, business model, and revenue that best represents your company .
N = 109
N = 108N = 110
enterprise type Business Model
Company revenue
1%7%
47%
38%
7% 21%
21%58%
Public
Private
Hybrid (i.e., a mix of public and private components)
Not for Profit
B-to-B Company
venture Capital
0%
30%30%
11%13%
29%
17%
Below $100 Million
$100 Million to $499.99 Million
$500 Million to $999.99 Million
$1 Billion to $11 Billion
More than $11 Billion
B-to-C (indirect) Company
B-to-C (Direct) Company
The majority of the respondents come from b-to-b companies .
Most respondents come from public companies .
37
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2012 survey resultsgrowth team m e m b e r s h i p™
Growth Team Membership™ research.
Section 7
Automotive and transportation
energy and Power systems
information and Communication technologies
Healthcare and Life sciences
Aerospace and Defence
survey Question: Please indicate which region you are located in and which industry categories best describe your company (check all that apply.)
Professional services
Respondent Demographics: Region and Top Six Participating Industries
N = 99
N = 115
0% 10% 20%
20%
17%
15%
14%
13%
13%
industriesregion
3%
17%
6%
74%
Americas
Middle east
Asia Pacific
europe