Following up on last week’s post, Do You Need a Merger Repair, you’ve done a Merger Repair Rapid Assessment, and determined that your most recent M&A integration efforts just didn’t get the job done. Now what?
M&A Blog and News
July 1, 2017
Your company closed the deal over two years ago but the combined organization is still not operating as one company – results are lagging, customers and key talent are defecting, and shareholders are pressuring the Board.
This should not be the case – right? Management thought they had checked off all of the right deal actions:
June 29, 2017
A Checklist for a Smoother Transition to Integration
By Jim Jeffries
Too often companies under-perform their responsibilities for what the deal requires before passing the baton to the Integration team. Due Diligence is not just about numbers and validating the correctness and completeness of...
June 22, 2017
An Effective Acquisition Process Requires Both
By Kalle Kilpi, Founder, Products & BD for Midaxo
M&A capability is built around people, processes and tools. Good people are, of course, the most important thing to have, but a good process and good tools can significantly increase the success rate. A good M&A process helps people focus on the right things and follow best practices. Good M&A tools help run the process with discipline, transparency and good collaboration. Having every deal go through a standard set of considerations reduces deal risks and helps the organization learn from mistakes.
June 22, 2017
The Benefits of Planning for and Engaging in M&A Discussions
By Mike Lord, Senior Consultant for Willis Towers Watson, an M&A Leadership Council Partner
You’ve spent years building your relationship with your scheme sponsor, developing a collaborative and integrated approach to funding and investment – then bang, out of the blue, a third party makes a bid for the sponsor and suddenly all bets are off.
June 21, 2017
The mechanism creates a "win-win" situation.
By Greg Stowe, Director of Valuation & Business Analytics for BDO, a partner of the M&A Leadership Council
Transaction stakeholders continually are seeking innovative ways to translate deal value into a ‘win-win’ situation for both the buyer and the seller. Among the mechanisms considered in structuring a deal has been the use of an earn-out in establishing deal value.
June 15, 2017
Compatible Management Teams Are Critical
By Mergermarket, a Partner of M&A Leadership Council
A new report from Kilberry in partnership with Mergermarket, A View from Both Sides: How PE firms and sellers can form wise partnerships, reveals that successful PE deals occur when a thorough two-way due diligence is practiced by both the PE investor and the target investment company. One key area of potential growth for PE investors is to find companies with stellar management teams – and avoid targets with teams that are incompatible with their goals. At the same time, management teams need to understand whether an investor will make a good fit for their culture and working style.
June 13, 2017
Avoid pitfalls by masking information requests
By William Blandford, Managing Director at Blandford Associates and Member of the Board of M&A Standards
In estimating and planning for a divestiture, it is necessary to gather key data about the business to be carved out, to understand the scope and complexity of the carve-out, develop a sound Transition Services Agreement (TSA), and provide an estimate of the cost of the carve-out. But it can be difficult to collect data for a possible divestiture while under a Non-Disclosure Agreement (NDA), and trying to minimize the number of people under an NDA.