Realizing acquisition synergies to build a leading customer focused and technology-driven financial institution ...
Realizing acquisition synergies to build a leading ...
Developing the strategy for an innovative financial institution in sub-Saharan Africa, through post acquisition synergy realization.
Realizing acquisition synergies to build a leading customer focused and technology-driven financial institution in sub-Saharan Africa
The client’s goal was to build a leading financial institution in sub-Saharan Africa, by creating an effective process to integrate multiple acquisitions into the Group platform. A key component of this approach was to develop integrated strategies that would capture synergies and enable innovative digital distribution solutions across the portfolio.
A team of GSG professionals was engaged to design the strategy for the merged entity, develop a robust integration plan and challenge the assumed costs to implement the combined strategy. KPMG was also asked to support the preparation of the regulatory submission documents and design the marketing and communications plan.
The multi-disciplinary KPMG delivery team included both Strategy and Integration/Separation specialists. A combination of expertise that helped generate significant efficiencies for the client as the integration plan took into account the strategic projects required to align the businesses and mitigated associated operational risks. The team worked collaboratively with the client in the UK and Africa, leveraging local SMEs to provide invaluable market insight and communications support.
To develop the strategy of the merged entity, the engagement team used KPMG’s proprietary 9 Levers of Value framework, analyzing market and product trends, customer needs and distribution channel evolution and identifying operating model considerations. Applying the holistic framework helped the client identify additional revenue synergies and uncover significant costs overlooked in the underlying merged financial model.
GSG professionals conducted in-depth working sessions with the functional leads of both entities to develop broad-ranging day one integration plans, define strategic initiatives required to execute the product and distribution strategies and facilitate key management alignment. This approach enabled the client to conclude final transaction price negotiations, manage succession planning effectively and limit value leakage through the integration.
To conclude the project, GSG professionals provided the client with a robust playbook to help integrate future strategic acquisitions into the Group model and make the most of transaction value.
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