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Smoke_and_Mirrors_S
AAG – World Roamer Acquisition
Operational and Strategic Due Diligence
Smoke and Mirrors Consulting
November 4, 2001, London, ON
Executive Summary
World Roamer is in play and AAG must decide whether
or not to acquire
Acquire World Roamer and create a uniform culture within AAG
Integration
Implementation
Key Recommendations
Acquire World Roamer purchase price
range $1.1 - $2.2B
? Profitable company with tangible brand equity
Consolidate backshop activities of all product lines
? Leverage cost synergies
Create best practice organization
? Develop uniform culture
Transition organization to cross-functional teams
? Improve knowledge sharing and best practices
Expand CRM initiative to utilize customer information for
all product lines
? Maintain customer through product lifecycles
Strategic
Due Diligence
Operational
Due Diligence
Decision to Acquire
Background
Why World Roamer?
Positive strong, brand recognition
No overlap with current AAG customer
segments
Acquisition creates a high barrier to
entry for other premium automotive
companies - WR is the only high end
SUV available for acquisition
Provides opportunity for expansion
into untapped AAG markets
Benefits of Acquisition
Impetus for change. Diverse organizational cultures
provides opportunities to build a new uniform culture
Fills AAG’s SUV gap and creates a full suite of
vehicles in the premium market
Cost savings as a result of vendor consolidation
Quality issue resolution through internal consulting,
as well as TTM reduction via the same process
Expansion of dealer networks into emerging regions
such as South America, Africa, and Central Asia
Provides an “entry level vehicle within the luxury
portfolio
Enable integration of customer information into a
CRM database that will allow cross selling of vehicles
as customers move up the age/income matrix
Culture change and full product portfolio are key aspects of the WR acquisition
Strategy Valuation Transition
Clear Purpose
and Key issues
Expecte
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