M&A Blog and News
Years ago, a client pinpointed the M&A readiness challenge…“Once the deal took off, our team never caught up.” Admittedly, anyone in the M&A business has had the experience of chasing a speeding train down the tracks after it had already left the station. If you are like me, you vowed never to do that again.
Mid-Cap (US$ 20m-US$ 1bn) vs. Large Cap (US$ 1bn+) Deals in North America
No matter the number of case studies one researches or the number of consultants one talks with, the statistics have remained the same for the last two decades. The majority of well-intentioned mergers fail to achieve the expectations set by management at the announcement. Interestingly enough, the reason for such dismal results is that past emphasis and energy has been placed on analysis and negotiation of the deal and seldom on how to actually deliver the value.
A common issue we hear from attendees to our M&A workshops and others is the lack of dedicated, qualified resources to effectively manage the integration effort. Most companies are typically “lean and mean,” with everyone already having full-time jobs. So how do you handle the demands required to drive the integration effort? Here are recommended alternatives to handling the shortage of resources we all typically face in a business integration effort.
Amazingly, 50-70% of all M&A deals still fail to achieve their full, stated financial objectives. After all the blood, sweat and ink that has been spilled warning about M&A failure factors over the years, many deals still destroy value outright or make little difference. This is not just folklore. According to the most definitive study in the last twenty years, the Federal Trade Commission conducted
By Advisory Board Members Ken Smith and Alexandra R. Lajoux
The Art of M&A Strategy
A Guide to Building Your Company’s Future through Mergers, Acquisitions, and Divestitures
By: Kenneth Smith and Alexandra Reed Lajoux