Filing under Rule 425 under
the U.S. Securities Act of 1933 and
deemed filed pursuant to Rule 14a-12 of the
U.S. Securities Exchange Act of 1934
Filing by: VNU N.V.
Subject Company: IMS Health Incorporated
Commission File No.: 001-14049
1. | How many clients will IMS Health (IMS) and VNU serve together, and how much market information will we collect? What do our clients have in common? | ||
We are creating a global leader in market intelligence. Together, we serve 12,000 clients in 100+ countries just about every major consumer product, pharmaceutical and media company in the Fortune 500. Our two companies combined track more than 4 million products and capture over 100 billion transactions annually. | |||
VNU and IMS clients have a common set of business requirements. Increasingly, they are turning to us to help them optimize their return on marketing and sales investment, assess how to expand globally, and respond to the growing importance of the consumer in all aspects of their businesses. They need what we can offer to help them understand their customers and competitors. | |||
2. | What impact will the merger have on VNUs and IMSs consulting and services initiatives? | ||
We believe that both firms consulting and services initiatives will benefit from the VNU/IMS combination. A key reason for the merger is to enhance the value delivered in this space, and both companies will continue to aggressively build these capabilities. Working together, well be building analysis and advice on top of essential market measurement services to help clients make the right decisions to run their businesses better. | |||
For example, IMS has significantly expanded its management consulting reach and
offerings over the past several years, in practice areas that include pricing and
reimbursement, portfolio development, promotion management, sales & account management,
and performance management. At the same time, VNU Advisory Services, which include the
well-established BASES, SPECTRA, Claritas and HCI businesses, offer a range of advanced
marketing services for clients that include forecasting, segmentation, promotional
campaign tracking and market testing. So, we see opportunities for both companies to expand business and service lines. |
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3. | What will happen to current branding initiatives? | ||
Current branding initiatives and enhancements continue. Both VNU and IMS have very strong brand and brand equity and we will look at this issue as part of the integration planning. | |||
4. | How will we ensure that the merger is perceived positively by our clients? | ||
First and foremost, our goal is to minimize any disruption to services we provide, and maximize the speed at which we capture the benefits of the combined organization. We are committed to making our merger seamless for clients, and will work with them, after the merger, just as we always have. At the same time, we will be highlighting the benefits of this combination to clients. As our separate businesses begin to work together, we will provide a much broader, deeper view of marketplace trendsmore comprehensive information and better strategic advice. |
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5. | What do we tell data suppliers, including those that have contracts with both IMS and VNU? | ||
There will be no changes to the data supply contracts or terms currently in effect. Both companies will continue to work closely with partner suppliers to maintain strong relationships and demonstrate the advantages of the VNU/IMS combination. | |||
6. | What makes this merger any different from when IMS and VNU divisions were part of Dun & Bradstreet in the 1990s? Why will it work better this time? | ||
This is a different time, with different management philosophies. We believe that there are compelling synergies across the companies, and that marketplace trends over the past decade argue strongly in favor of putting these strong businesses together. Those trends include: |
| Dramatic changes in consumer behavior and a strengthening of consumer influence on buying decisions; | ||
| Common needs of clients to improve marketing effectiveness and ROI; | ||
| Technological advances and standardization of hardware and software platforms that make it practical and affordable to integrate information across data sources; and | ||
| Advances in modeling and analytical techniques that can uncover patterns and opportunities in an increasingly competitive marketplace for our clients. |
7. | Does the merger affect the current acquisition strategies of either company? | ||
Both IMS and VNU share a common philosophy: We plan to continue investing in our businesses and expanding our capabilities and data resources through a combination of organic growth and acquisitions. We will continue to pursue compelling growth opportunities at a pace that is manageable for both companies. | |||
8. | Can I contact my counterpart (or anyone) in the other company between now and when the deal is completed? | ||
Until the merger closes, the only business contact we can have is through the joint integration planning effort, or as part of our regular interactions through our VNU/IMS alliances and joint ventures. | |||
9. | What will the culture of our new company be like? | ||
The cultures of VNU and IMS are very similar today. We expect the new companys culture to be global in perspective and outlook, and reflect the expansion of opportunity for our companies and our people. It also will reflect our shared values around flexibility, responsiveness and growth. | |||
10. | What is the genesis of the IMS name? | ||
Bill Frohlich, who headed up a major New York-based advertising agency, founded Intercontinental Marketing Services (IMS) in 1954 as a vehicle for expanding his overseas market research operations. IMS was the first independent, objective source of information about the pharmaceutical industry and, over its 51-year history, has expanded its capabilities in healthcare markets worldwide. Today, the company is simply known as IMS Health. | |||
11. | What is the genesis of the VNU name? | ||
VNU was formed in 1964 by the merger of two Dutch publishing companies. VNU was an abbreviation of the Dutch words Verenigde Nederlandse Uitgeversbedrijven, which in English translates to United Dutch Publishing Companies. With the global expansion and |
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changing business focus of the company, the full name wasnt representative of VNUs current business and future direction. In March of 1998, the company officially dropped its full name and became simply VNU. |
12. | How is this merger going to affect our operating locations, organization structure, and management teams? When will we learn more? | ||
It is premature to talk about any of these matters. We expect to make no changes and operate business as usual within both organizations between now and when the merger closes. In the coming weeks, we will mobilize teams to begin our integration planning effort. We expect to complete the integration plan by the end of the year, and implement it as soon as the merger closes. We will keep employees informed of our progress as plans are finalized. | |||
13. | Will the businesses that make up the new company operate as separate units? | ||
Yes, our market and media intelligence businesses IMS Health, Media Measurement & Information, and Marketing Information will continue to work with clients just as they always have. We dont foresee changes in how we go to market with our clients. However, after the close, we will pursue opportunities for cross-selling and joint consulting and services engagements, as well as ways to apply common business processes. There are also some potential areas of synergy with VNUs Business Information unit, with its leading position in business publications and trade shows, and we will evaluate those linkages over time. | |||
14. | How will the merger affect VNU and IMS operations that are closely related like publications and Consumer Health, for example? | ||
The business operations of the two companies are largely complementary. Over the next several months, integration teams will evaluate the different VNU and IMS businesses to identify ways to work together including the areas that are closely related and build on our strengths. | |||
15. | When the deal was announced, some news outlets called it an acquisition and others a merger. Which is it? | ||
Effectively, it is both. From an operational standpoint, this will be a merger of our two companies led by a strong leadership team from both organizations. From a financial standpoint, VNU has offered to purchase all of the outstanding stock of IMS in a combination of equity and cash. | |||
Transition and Integration | |||
16. | What is the goal of the integration plan? | ||
The goal of the integration plan is to lay out the steps to bring our two companies together swiftly and smoothly while minimizing disruption to the services we provide and maximizing the speed at which we capture the benefits of the combined organization. We will continue to maintain our principal market and media intelligence businesses. And we will implement an integration plan that creates global processes to improve the performance of each business, and that we can use to leverage expertise, experience and best-of-breed processes across the entire company. We will keep you informed as integration teams begin their work. |
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17. | What are the sources of the future cost savings that have been mentioned in investor presentations and the media 85 million ($100 million) over a three-year period? | ||
Several opportunities for future costs savings were identified at the time of our merger announcement. For example, both companies have made large investments in IT, and will gain efficiencies by moving to common standards and architectures, and taking advantage of our collective scale and experience. In addition, in cities where both IMS and VNU have a presence, there may be opportunities to consolidate or co-locate facilities. There also will be some overlap in the corporate structures of the two companies, such as the human resources, legal and finance functions. In the next few months, we will review these opportunities, and others, as part of integration planning. | |||
18. | Are there regulatory reviews and approvals that need to take place to close the transaction? | ||
Yes. We have begun work to obtain the required regulatory and shareholder approvals, and currently anticipate that the transaction will close in the first quarter of 2006. | |||
19. | Do we know what licenses VNU and IMS hold with software and consulting vendors? | ||
Our integration teams will compile this information, and will look for opportunities to consolidate where appropriate. | |||
20. | When will IMS and VNU be able to start developing joint offerings for clients worldwide? | ||
Before the close of the merger, integration teams will be exploring opportunities for joint offerings and consulting and services engagements. We will begin developing and implementing joint offerings as soon as the merger closes. | |||
21. | How will IMS and VNU access each others data to enhance our market intelligence? Just how will the combined IT infrastructure operate? | ||
Thats one of the key issues that integration teams will be assessing over the integration planning period. We will keep employees informed as decisions are made. |
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