Execution growth strategy through acquisitions
Breakthrough: The cooperative has chosen a growth strategy that is partially realized through acquisitions. These acquisitions should not only contribute to growth in size but also growth in value. To achieve this, a standardized approach (M&A integration framework) has been introduced. Within this framework, acquisitions are systematically evaluated over time based on the approach and results achieved. The goal is not to settle at a certain point, but to be able to steer and learn lessons for new acquisitions.
Impact: The agricultural cooperative aims to explicitly define, monitor, and achieve the key performance indicators (KPIs) of post-merger integrations. For example, achieving 50% of synergies within the first year, not exceeding 5% customer and top talent attrition (the classic failure factors of post-merger integration), 10% growth in specific markets, etc. Incorporating evaluation moments for such KPIs has a dual effect. Initiators become more objective in evaluating new acquisition adventures, and it enables continuous improvement of the effectiveness of the acquisition and integration approach. This maximizes the potential for achieving the targeted 12% ROI.
As the CEO of Merford, a specialist in sound management, acoustic materials, and doors, Robbert-Jan Ter Horst worked with Turner Strategy Execution to challenge his plans for the future. The result: a sharply formulated strategy that is already yielding results. The Board of Supervisors and shareholders have fully supported the strategy.
UWV WERKbedrijf, part of the Employee Insurance Agency (UWV) in the Netherlands, supports job seekers through labor mediation and reintegration services. Like many other service delivery organizations, their services have become highly digitized in recent years, relying on individuals’ own responsibility and self-reliance. However, job seekers, particularly those facing employment barriers, still have a continuing need for personal contact and customized support.
Executable growth strategy and conditions for execution
A multinational has globally integrated its autonomous operating companies into ‘one operating company’ per country.
Breakthrough: This integration took place ten years ago, but is still known as a successful case in business management
De Vereende, an insurance company specializing in special risks, aimed to achieve higher efficiency, create room for new initiatives, and improve customer and employee satisfaction. The company enlisted the help of Turner to conduct a quick scan of all core processes. “We needed assistance because we didn’t yet have the knowledge and expertise in-house,” says Bert Sonneveld, Marketing and Underwriting Manager.
Belron Netherlands, known for brands such as Carglass, Autotaalglas, and GlasGarage, operates in a shrinking market where there is a decreasing demand for windshield replacement or repair. Turner has supported Belron in finding a future-proof and growth-oriented business model.
Breakthrough: The cooperative has chosen a growth strategy that is partially realized through acquisitions.
Breakthrough: The last years of the first decade of this century were challenging for the financial sector. The financial service provider was under significant pressure to realize strategic choices. The life insurance market had completely collapsed, and the mortgage market was also performing poorly.