US Biotech deals this year nearly double the value seen in the whole of 2012: US$ 26.4bn-worth of deals have increased 193.3% from US$ 9bn in 2012.
Onyx Pharmaceuticals acquired by Amgen for US$ 9bn
• It is the fifth largest US-biotech deal on Mergermarket record (since 2001)
• It is the eleventh largest deal for the US this year.
There is no doubt that the pursuit of certainty in M&A is on the rise. With the advent of new rules and regulations pressing boards and corporate leadership, M&A deals are not only better scrutinized from the outside, but are being more deeply assessed from the inside. In a recent article in WSJ CFO Journal, it was announced that only “2.1% of deals have been scuttled as of July 31 of this year.”
On paper at least, maximizing financial proceeds to the selling company's owners and shareholders— a commonsense criteria for determining the seller’s degree of M&A success and effectiveness--is straightforward.
Having multiple cycles through acquisitions should no doubt improve the future outcomes for your internal M&A teams. The more transaction cycles through negotiations, due diligence and integration you do, the more you will improve the recipe over time. Right? That is, of course, if the same people go through the same cycles and document the same experiences and subsequent best practices for future deals. History has proven that even highly acquisitive companies cannot be certain that the next acquisition will go better than the last or deliver the future promises made to st
From The Complete Guide to Mergers and Acquisitions
Your company closed the deal over two years ago, but the combined organization is still not operating effectively as one company. Results are below forecast, customers and talent are defecting and shareholders are pressuring the Board. This should not be the case, right? You thought you covered all the bases this time, but things just aren’t working, and it’s up to you to get things back on track. What now???
A Research Report by Mercer
Despite knowing that corporate culture is important, organizations still struggle with how best to convert an appreciation for cultural differences into a definitive plan of action for successfully executing a transaction.
According to Mercer's research, the most successful transactions engage senior leaders early in the process, which ensures a clear understanding of cultural differences and identifies and prioritizes actions that will inform, influence, and accelerate the integration effort.
There is no doubt that the pursuit of certainty in M&A is on the rise. With the advent of new rules and regulations pressing boards and corporate leadership, M&A deals are not only better scrutinized from the outside, but are being more deeply assessed from the inside. In a recent article in WSJ CFO Journal, it was announced that only “2.1% of deals have been scuttled as of July 31 of this year”. That is way down from a peak of 3.3% for the same period in 2009 for announced transactions. Post-announcement withdrawals are down and the reason is the “rise of risk aversion by corpo