The Heart of the Deal
By Jim Jeffries, Chairman of the M&A Leadership Council
People. People. People. When you consider mergers, acquisitions, divestments or any other major business transaction, your first thought should be People. Make no mistake, people still matter in M&A and can make or break deal outcomes.
Prevent M&A Value Disintegration with Solid Integration
By Wes Beadle, Director of Program Management for NSTXL and Certified M&A Specialist
How do we get the most out of M&A deals and really create shareholder value? This is something that eludes most companies after they close a deal.
Plant-Based Cleaner Manufacturer In Growth Mode
Submitted by Chad Watt with Acuris, a partner of the M&A Leadership Council
Solugen, a Houston-based maker of plant-based peroxides, is looking for partnerships to expand the use of its chemicals with US oil producers and beyond, according to co-founder and chief technology officer Sean Hunt.
How should you shift your typical integration strategy, process and timing when your company acquires a business that is substantially different than your core business?
Introducing The Art of M&A, 5th Edition
By Jim Jeffries, Chairman of the M&A Leadership Council
We are a little more than a month away from the release of one of the most highly anticipated business books in a decade:The Art of M&A, Fifth Edition (McGraw Hill Education).
PE Deal Values Increase as Number of Deals Decreases
Submitted by Acuris, a partner of the M&A Leadership Council
Mergermarket, an Acuris company, has released its US PE Data Brief and Analysis for the first quarter of 2019 (1Q19). Take a look at the report HERE and don’t forget to review the charts breaking down the activity by sector, value, year-to-year analysis, etc.
According to Mergermarket, in 2018 saw a record number (1,107) of technology deals, the largest being IBM's purchase of Red Hat at $32.6 billion.* Experts predict that this trend will continue into 2019. Yet even M&A teams that aren't acquiring tech firms must play close attention to technology used by the target firm, as often the greatest M&A deal value risk involves technology in some form or fashion. These three lessons will help keep your team from making expensive technology-related mistakes during your next deal.
A Smooth Integration Begins with Thorough Due Diligence
By Jim Jeffries, Chairman of the M&A Leadership Council
While thorough due diligence cannot guarantee a successful deal, it is the primary protection an acquirer has against buying a time-bomb. In addition to being the best defense against litigation, in nearly one out of three cases, it will turn up deal breakers. In others, it at least allows the acquirer to take mitigating actions. And when the deal goes forward, proper due diligence provides the basis for integration planning and activities.