PMI Factory is an Innovative Business Model :
It aims at working with other consulting firms,
Its competency sourcing builds on organisations ranging from individual experts to major international advisory groups.
It tackles a non-traditional scope of functional and operational issues.
It is the only firm focused on PMI-related issues.
It has a strong business commitment in terms of managing merger issues in a socially responsible way.
We Work With A Wide Number of Stakeholders.
Prescribers. We work with small and mid-size firms to complete their service offering and enable them to address post-transaction issues with their clients. Such firms may be of different origins:
Audit firms. The majority of audit firms do not have in-house post merger integration capabilities. In France, only 5 dedicated teams do exist. Such firms do however work for clients on due diligence issues, and accounting and financial integration aspects. We work with such firms to propose bundled approaches.
Business consultants are in the same situation. This covers a considerable number of consultancies (IT, Strategy, HR, Supply chain,..). They may work for clients in a specific workstream, and be in a position to recommend a more global and consistent project design. We support this by embedding the consultancy approach into a structured global framework and building a win-win approach.
In almost every transaction, finance firms are confronted to a need to propose organisational changes and performance improvement plans. We may work with these shareholders and the managers involved to design a bought-in approach covering the relevant scope of issues.
Law firms are also involved in situations where tax or legal projects are linked to more operational post-deal issues. We provide the support to design such a bundled team, and optimise the links between the different workstreams.
Strategic Sourcing Partners. We have a mixed sourcing approach, to cope with the variety of needs:
International advisory firms provide value-add building on their size, experience and branding. When dealing with multiple sites, massive staffing requirements, and need to back-up approaches by a market-leading signature, working with teams coming from such firms are clearly an option. This is not always needed, either because of cost, or because of the nature of issue or the context. We work with such leading firms on a case-per-case approach. We are able to do so because we have a good market image and a trusted one.
Mid-size firms have their own advantages: cost structure is lower, team staffing is still possible though limited, and they have niche positionning related to a specific set of capabilities - either at functional or operational level. They provide innovative approaches, and may be easily embedded into a global project design. We work with such firms to build-up PMI approaches, based on their specific contribution and skills.
Individual experts may often be the ultimate solution for a "low-cost/high leverage" approach. Not only due to lower cost, but more importantly due to the specific expertise and experience required. Building a team exclusively made of individual experts is however a tricky issue and should not be recommended. We work with such experts through a partnership with Netploy, a platform of c.1,300 individual consultants.
Clients. We work with organisations of various size (though we focus on complex transactions justifying the use of a pluri-disciplinary approach).
Large/international groups are our business target. We may work for the strategy department early on, for the M&A directory, for a division head and/or for the integration programme manager. Our role is to design a relevant project architecture completing in-house resources. The bundling of the different skills will take into account clients' decision-making processes and in particular the will of the different corporate functions vis-a-vis their own workstreams (eg for tax specialists, law firms, purchasing, IT firms,...).
Mid-size companies may also require a global support, either because of the relative size of the transaction or because of a lack of experience in implementing external growth strategies. We work with the general manager and the target organisation to secure a smooth and quick implementation process.
Private equities and financial investors are also targetted, to assist in the post-deal performance improvement plan and delivery. We work with the PE team and the target organisation to optimise the post-deal phase, accelerate delivery and limit implementation risks.
Last update: 01.09.2008