Cargando…
Making mergers and acquisitions work : from strategy and target selection to post merger integration /
This book addresses the salient question of how to make mergers and acquisitions work using a five-step approach. It explores insights gained from Prysmian's acquisitions and other prominent M & A deals, and compares them to existing best practices.
| Clasificación: | Libro Electrónico |
|---|---|
| Autores principales: | , , |
| Formato: | Electrónico eBook |
| Idioma: | Inglés |
| Publicado: |
Bingley, UK :
Emerald Publishing Limited,
2018.
|
| Edición: | First edition. |
| Colección: | Directions in Development - Human Development.
|
| Temas: | |
| Acceso en línea: | Texto completo Texto completo |
Tabla de Contenidos:
- Front Cover; Making Mergers and Acquisitions Work; Copyright Page; Contents; A Definitive Guide to the Creation of Your Own M & A Playbook; 1 Introduction; Do We Need an M & A Playbook?; Do We Need a Dedicated M & A Team?; Which Stakeholders Have to Be Considered During an M & A Process?; What Are the Main Phases of M & A?; Notes; 2 Strategy; M & A Is a Means Not an End; Improve Target Company Performance through Business Portfolio Optimization; Consolidate to Remove Excess Capacity (Market Power); Accelerate Market Access for the Target's (or Buyer's) Products.
- Access Skills and Technologies Faster or at Lower CostPick Winners, Help Them Develop, Stop Them from Serving Competitors; Buy Cheap; Transformation; Financial M Executing M & A across National Borders Is Substantially More Complex; We Usually Develop Ideas for M & A Internally Instead of Being Driven by External Advisors; We Always Explore Strategic Alternatives before Rushing into M We Have a Method to Assess Opportunities for Divestment; Notes; 3 Target Selection; We Have a Method to Assess Strategic Fit; We Take Organizational Compatibility Seriously.
- We Consider Existing Business Partners First When Evaluating TargetsWe Maintain a Prospect Portfolio; We Manage Our Reputation as Acquirer; We Try to Understand the Seller's Implicit Goals and Emotions; 4 Due Diligence; We Recognize that Due Diligence Processes Reveal Information the Target Company Wants Us to Have; We Get a 360° Perspective of the Target to Mitigate Risks; We Have a Methodology to Understand Culture; We Have a Methodology to Understand the Organizational Structure and Processes; We Involve Future Managers in the Due Diligence Process.
- We Adapt Our Due Diligence Process When Going into Emerging MarketsNotes; 5 Negotiation and Deal Closing; We Distinguish between Market and Intrinsic Value; Valuation Is an Art Supported by Science; We Get an Agreement with Managers before Our Lawyers Takeover; We Make Sure the Acquirer Gets the Larger Share of Synergies; We Recognize that Emotions Come with a Price Tag; We Consider Payment Alternatives to Retrieve the Maximum Value; We Protect Our Firm from Contingencies; We Carefully Manage Timing and Speed of Acquisition; We Identify and Manage Potential Deal-Breakers Early.
- We Actively Manage Post-Closing RisksNotes; 6 Post-Merger Integration; We Know How to Create Advantage from Multinational Presence; Our Headquarters Have a Clear Task Profile; We Have Adequate Control Mechanisms to Align Interests between HQ and Subsidiaries; We Have a Methodology to Set the Right Level of Integration; We Recognize the Hard Truth of the Soft Side of Integration: That It Can Make or Break a Newly Merged Company; Cultural Integration Takes Longer, and Is More Complex than Anyone Expects; Successful Integration Takes Leadership with a High EQ.