You’ve heard the old one-liner about the two things you never want to see being made. The first is sausage. The other is legislation. Or, in our case, M&A methodology. First, let’s define what we are talking about. When we say “M&A methodology” we are referring to how your organization does M&A. This is the overall deal
M&A Blog and News
October 20, 2013
Most companies have to consider acquisitions and divestitures at different stages of development. Ultimately, most companies will also be faced with an opportunity to sell the entire company, and in some cases there will be little choice if shareholders like the premium being offered. Yet, many companies do not consider acquisitions, divestures or, in particular, the ultimate sale of the company as part of strategy development.
October 15, 2013
Third in a series, by Jim Jeffrries
Companies, their customers, and their stakeholders cannot and will not tolerate an integration time frame of more than 12 months, period. If you can’t integrate in 12 months or less, forget it!
Many companies consistently operate in the intuitive mode of “don’t rock the boat”, “let’s take our time with this and give the organization time to adjust,” “let’s get everything right the first time.” Haven’t you heard that before?
October 12, 2013
(Excerpts from The Art of M&A Strategy, Smith & Lajoux, McGraw Hill, New York, 2011, updated)
“You got to know when to hold ’em, know when to fold ’em,
Know when to walk away and know when to run.”
Kenny Rogers - The Gambler
October 10, 2013
This is part of our on-going series on how companies can build in-house competencies in mergers, acquisitions, and divestitures through cost-effective in-house training programs offered through the M&A Leadership Council.
Today’s topic: Managing a Divestiture to Success
October 9, 2013
Mergermarket has released its Global M&A roundup for Q1-Q3, including its league tables for financial advisors. Take a look at the report HERE.
A few key findings include:
October 8, 2013
Jim Jeffries recently asked me “what’s new” in the second edition of my book Joining Forces: Making One Plus One Equal Three in Mergers, Acquisitions and Alliance. I responded that, since the book’s initial publication, the role of culture in M&A has become much more widely recognized, but not in an obvious way. Recent research conducted for the new edition shows that culture—and, in particular culture clash—can be a boon or a bust
October 1, 2013
In my last blog, I pointed out the value of certainty in M&A. As increasing levels of scrutiny are applied to deal success by stakeholders, there is a requirement that growth by acquisitions become more of a core competency for active buyers just like other competitive advantages within the company. There is great value in the certainty that an acquisition will be successful. But, most are not.