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.
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.
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.
The Two Most Important Words in Due Diligence: “So what?”
By Jack Prouty, President of the M&A Leadership Council
Too often, the focus in due diligence is on collecting data rather than analyzing the business. It is equally important to evaluate how well the businesses align; the value the acquisition bring to the acquirer and vice-versa; how the business is organized and how well it operates; analysis of their financials; potential synergies; and an assessment of their culture. At The Art of Due Diligence training events, I challenge the attendees to always ask the “so what?” questions regarding any information collected or interview held:
A View from the Trenches
By Jack Prouty, President of the M&A Leadership Council
In my 30-plus years of working on mergers and acquisitions, both in corporate management and as a management consultant, I have observed two conflicting facts:
1. Project management is not a core competency in most organizations.
2. Effective project/program management is a critical success factor for effective M&A integration.
Don’t Delay Go-to-Market Decisions
By Jim Jeffries, Chairman of the M&A Leadership Council
Why do so many deal leaders seem to ignore questions about customer engagement, marketing and brand strategy? Critical revenue stabilization or upside capture tends to gain attention post close rather than during the diligence or integration planning phases.
Global Mining Sector Absolutely Digging Barrick-Newmont Fisticuffs
Submitted by Acuris, a partner of the M&A Leadership Council
In hockey, a good fistfight can be a game changer.
The same goes for mining, where the world’s largest gold producer, Barrick Gold, got everyone’s attention with an $18 billion hostile bid for No. 2 player Newmont Mining.
Divestitures: Expanding Your Tool Kit for Business Excellence
By Jim Jeffries, Chairman of the M&A Leadership Council
The “Best of Breed” companies are constantly evolving in response to market changes and competitive challenges. A key part of the constant repositioning of the business for success is making strategic acquisitions, but just as important is reassessing their existing portfolio of businesses and making smart decisions regarding divestitures and carve-outs.