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The Complete Guide to Mergers and Acquisitions : Process Tools to Support M & A Integration at Every Level.
Ease the M & A process with a more effective integration plan The Complete Guide to Mergers and Acquisitions is the ultimate handbook for planning and managing post-merger integration. Packed full of ""how to"" guidance, tools, templates and resources that have been put to th...
| Clasificación: | Libro Electrónico |
|---|---|
| Autor principal: | |
| Formato: | Electrónico eBook |
| Idioma: | Inglés |
| Publicado: |
Hoboken :
Wiley,
2014.
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| Edición: | 3rd ed. |
| Temas: | |
| Acceso en línea: | Texto completo |
Tabla de Contenidos:
- Cover; Title Page; Copyright; Contents; List of Exhibits; Foreword: Building M & A Integration Capabilities as a Competitive Advantage; Preface; The Authors; Chapter 1 Integration: Where Deal Value Is Realized; Buyer Beware!; Factors Contributing to Poor M & A Results; Deal Strategy-Then and Now; Strategic Deal Rationale: The Eight Cs; Serial Acquisitions as a Growth Strategy; Integrations Exist on a Continuum; Ten Key Recommendations for Maximizing Deal Value; Determine the Required or Desired Degree of Integration; Make Speedy (But Not Reckless) Decisions.
- Get Support and Commitment from Senior ManagersApply a Clearly Defined Approach; Appoint Capable M & A Leadership; Utilize an M & A Core Team and Task Forces; Apply Best Practices; Adhere to Measurable Goals and Objectives; Provide Continuous Communication and Gather Feedback; Develop a Sustained M & A Capability; Be Sure to Avoid the Killer Phrases; Chapter Summary; Discussion Questions; Rapid Assessment Tool; Chapter 2 The Deal Flow Model: Pitfalls and Best Practices Throughout the M & A Process; The Deal Flow Model; Stage 1: Formulate; Stage 2: Locate; Stage 3: Investigate; Stage 4: Negotiate.
- Stage 5: IntegrateIntegrate with Prudent Speed; Stage 6: Motivate; Stage 7: Innovate; Stage 8: Evaluate; Chapter Summary; Discussion Questions; Rapid Assessment Tool; Chapter 3 Integration Begins with Due Diligence; Due Diligence Should Prevent Surprises; Due Diligence Is an Iterative Process; Managing Due Diligence as a Rapid Results Project; Target or Partner Firm Participation in Due Diligence; Prioritize Synergies According to Their Impacts on Deal Value; Due Diligence and Integration Strategy; Due Diligence and Integration Risk Factors; Due Diligence and Organizational Culture.
- Due Diligence and Human ResourcesDue Diligence and Human Capital; Chapter Summary; Discussion Questions; Rapid Assessment Tool; Chapter 4 Welcome to the Big Leagues of Change Management; Organizational Dynamics Created by Mergers and Acquisitions; Seven Fundamentals of M & A Change Management; Address "Me" Issues Quickly; Provide Extensive Communication; Ensure a Focus on Customers; Make Timely, Tough Decisions; Create Focused Initiatives; Manage Resistance to Change at Every Level; Chapter Summary; Discussion Questions; Rapid Assessment Tool; Chapter 5 The Merger Integration Work Streams Model.
- The Merger Integration Work Streams ModelInitial Strategic Planning; Top-Level Leadership Team; Change Leadership; Business Processes; Deploying the Model; The Discovery Phase: Before the Announcement; The Invention Phase: The First Sixty Days; The Delivery Phase: Beyond Sixty Days; Chapter Summary; Discussion Questions; Rapid Assessment Tool; Chapter 6 Organizing, Involving, and Coordinating Integration Task Forces; Establishing the Integration Infrastructure; Staffing the Integration Project Team; Launching the Planning Process; Kickoff Meeting for Task Force Leaders.