M&A Planning And Due Diligence Execution

Posted on Posted in Acquisition Management

M&A Planning and Due Diligence Execution As with any major asset acquisition, the purchase of a company, or only some of the assets therein, requires a significant planning process. Most companies have a defined approval process for major expenditures, including the description, business justification, financial requirements and expected Return on Investment (ROI). Mergers and Acquisitions, […]

Mitigating Risks In Mergers And Acquisitions Part III – Transformational Synergies

Posted on Posted in Acquisition Management, Integration Management

Mitigating Risks in Mergers and Acquisitions Part III – Transformational Synergies In my previous article reference is made to Transformational Synergies. These synergies may require more effort and time to produce financial results. Nevertheless, the results are often much greater than those that are attained by simply absorbing the acquisition into the buyer’s organization. The […]

A Rationale For M&A Technology

Posted on Posted in Acquisition Management, Integration Management

A Rationale for M&A Technology Most of today’s Merger and Acquisition activity is conducted using processes that, while still adequate, do not take advantage of current technology. While institutional expertise is extremely important, the size and scope of today’s transactions require a fundamental shift to a team approach with a comprehensive and repeatable M&A process […]

Communications And Relationships – Essential Elements Of An M&A Toolkit

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Communications and Relationships – Essential Elements of an M&A Toolkit Mergers and Acquisitions have occurred since the late 1800‘s. Initially from 1895 to 1905 small firms consolidated to form larger firms which then had dominate market share. These were the “trusts” of the early 1900’s many of which are household names today – DuPont, General […]

Developing Merger Integration Checklists

Posted on Posted in Integration Management

Developing Integration Checklists Developing checklists for integration of an acquired business is difficult even for serial acquirers. Acquirers may have a general approach for integrating each functional area, but they may not have a detailed, standardized method for integrating a new company, its employees, and its operations into the acquirer’s structure. Relying on the personal […]