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Companies can seize the opportunity in mergers by involving employees and customers in the integration process, retaining critical staff, generating momentum by quickly winning key accounts, and serving the right customers in the right way.

Content: Article | Authors: Ajay Gupta, Andy West, Tom Stephenson | Source: McKinsey Quarterly | Subjects: Marketing / Sales, Mergers & Acquisitions

This white paper explores what it means to build an integrated culture and effective leadership team that supports your merger or acquisition’s strategic priorities.

Content: Article | Source: Towers Perrin | Subjects: Mergers & Acquisitions, Organizational Behavior

In today’s economy, it is easy for managers to lose focus during the risky merger integration process. In fact, the chances are that one in two integrations will fail. Based on research, Accenture has identified seven catalysts that can help managers integrate an acquisition successfully, positioning their companies for financial stability now and high performance when the upturn comes.

Content: Article | Authors: Alberto Verga, Andy Tinlin | Source: Accenture | Subject: Mergers & Acquisitions

M&A is a powerful instrument that can be used to gain access to complementary technology, channels and other critical assets without the risks or travails of organic growth. The downside is that acquisitions often result in product complexity. Successfully managing the complexity of a newly combined product portfolio can capture value, smooth the overall merger process-and deliver the full promise of M&A.

Content: Article | Source: Kearney | Subject: Mergers & Acquisitions

As the economic screws tighten, acquirers are under mounting pressure to realize synergies from their targets as quickly as possible. BCG’s series of Focus Reports on postmerger integration (PMI) has already covered many of the keys to success but there are several special issues that demand careful strategic consideration. The third Focus Report in our series on PMI addresses four of these issues including carve-outs, … [ Read more ]

Content: Article | Authors: Daniel Friedman, Dinesh Khanna, Heiko Franken, Jean-Michel Caye, Jeff Gell, Jeff Hill, Peter Strüven | Source: Boston Consulting Group (BCG) | Subject: Mergers & Acquisitions

Accenture High Performance Business research has found that high-performance businesses can use an economic downturn to improve their competitive position. Building a merger and acquisition (M&A) capability—with platforms and processes that span every stage of the deal life cycle—can ensure that a company can take advantage of M&A opportunities as they arise, thus positioning itself to achieve high performance when conditions improve.

Content: Article | Authors: Donna L. Peters, Jill S. Dailey | Source: Accenture | Subject: Mergers & Acquisitions

The biggest challenge in creating value from cross-border mergers and acquisitions (M&A) in rapidly developing economies (RDEs) is not extracting synergies, but understanding the full spectrum of risks before the deal is closed. Based on a survey of executives with extensive experience in M&A in RDEs, this focus highlights the four main drivers of these risks and how to minimize and manage them.

Content: Article | Authors: Andrew Clark, Dinesh Khanna, Yulius Yulius | Source: Boston Consulting Group (BCG) | Subjects: International, Mergers & Acquisitions

Acquirers often squander value in mergers by treating integration of business functions as a mechanical, cost-saving exercise – overlooking valuable revenue synergies and value generating activities. By thinking more laterally and approaching PMI as an opportunity to rethink how functions can enhance value, acquirers can secure superior long-term growth. This Focus Report, second in our series on PMI, describes how this approach can be applied … [ Read more ]

Content: Article | Authors: Christophe Duthoit, Ivan Bascle, Joerg Matthiessen, Peter Strüven, Robert Tevelson, Simon Goodall | Source: Boston Consulting Group (BCG) | Subject: Mergers & Acquisitions

No other M&A “case study” is more educative in demonstrating the importance of brand than the BMW-Rover debacle, which still has the power to make one wince. Narrated grippingly well by Brady and Lorenz, it goes a long way to explaining why we don’t make that many cars any more in this country.

Content: Book | Authors: Andrew Lorenz, Chris Brady | Subject: Mergers & Acquisitions | Company: Rover

Picking up the pace of M&A requires big changes in a company’s processes and organization—even if the deals are smaller.

Content: Article | Authors: Andrew S. West, Robert T. Uhlaner | Source: McKinsey Quarterly | Subject: Mergers & Acquisitions

How to decide if a deal makes sense? We’ve put together an assessment questionnaire to help you think through the various dimensions of an M&A decision. The questionnaire is no magic bullet, nor is it a substitute for the hard thinking that must go into a formal due-diligence process. But in just a few minutes, it could provide an early indication of whether you’re on … [ Read more ]

Content: Article | Author: Geoffrey James | Source: BNET | Subject: Mergers & Acquisitions

With respect to the imprecision in defining M&A best practices, we want to highlight the extent to which maxims about effective deal management can be misconstrued or twisted in ways that miss important points. Truisms espoused by academics and advisors, or shared among executives, can be less complete than they seem on the surface. When the margin for error is narrow, that can lead to … [ Read more ]

Content: Article | Authors: Dwight Allen, Punit Renjen | Source: Deloitte Review | Subject: Mergers & Acquisitions

Sixty to 70 percent of U.S. acquisitions—even more in Europe and Asia—are private, yet there has been little research on M&A activity involving private firms. Most appraisers agree that a minority interest in a privately held company typically sells for less than a minority interest in a similar publicly traded company (a difference known as the discount for lack of marketability or “illiquidity discount”), and … [ Read more ]

Content: Article | Author: Laurence Capron | Source: Chief Executive | Subject: Mergers & Acquisitions

Although mergers and acquisitions are an attractive option for growing profit and expanding a business, the risks involved may cause some companies to avoid realizing their full potential. An acquisition factory is an excellent complement to organic growth and a large-scale mergers and acquisitions approach, as the focus is on acquiring smaller, more manageable companies in a similar or related field. It also involves a … [ Read more ]

Content: Article | Authors: Juergen Rothenbuecher, Martin Handschuh, Michael Maxelon, Sandra Niewiem | Source: Kearney | Subject: Mergers & Acquisitions

M&A is complicated. Cross border M&A is even more difficult, and it now accounts for almost half the world’s total deal value. Managing cultural differences, integrating across borders and creating the right organizational structure are just some of the challenges Accenture has identified.

Content: Article | Authors: Caroline Firstbrook, Julie Adams | Source: Outlook Journal (Accenture) | Subjects: International, Mergers & Acquisitions

Most M&A experts and merger integration managers would agree that a successful outcome from any single merger or acquisition is far from certain. Studies repeatedly confirm that half of all business “marriages” fail. Yet when M&As work, they create significant value – as demonstrated by the 50 percent of corporate unions that succeed. The secret to their odds-beating success? Strong leadership combined with professional execution … [ Read more ]

Content: Article | Authors: Juergen Rothenbuecher, Pablo Moliner, Phil Dunne, Sandra Niewiem, Sebastien Declercq, Simon Mezger | Source: Kearney | Subjects: Best Practices, Mergers & Acquisitions

Merging companies have a choice. They can waste the time between the merger announcement and the deal’s close by sitting around waiting for regulatory approvals and the official change of control. Or they can use their time wisely to identify synergies and plan operational integration – giving the merger a JumpStart by predefining the new company’s post-merger identity.

Content: Article | Authors: Daniel Mahler, Joy Peters, Kenneth Lee | Source: Kearney | Subject: Mergers & Acquisitions

Owners of private companies normally sell their shares at a 20-30 per cent discount during mergers and acquisitions. The ‘private firm discount’ is one reason the stock market reacts more favorably when companies announce a private acquisition than when the target is a publicly-listed firm.

From the buyer’s point of view, says INSEAD Associate Professor of Strategy Laurence Capron, the discount reflects a presumed higher risk … [ Read more ]

Content: Article | Author: Laurence Capron | Source: INSEAD Knowledge | Subjects: Finance, Mergers & Acquisitions

In an interview with BNET, M&A expert James Freund describes 10 critical negotiating tactics.

Content: Article | Authors: Geoffrey James, James Freund | Source: BNET | Subject: Mergers & Acquisitions