Edition |
First edition. |
Description |
1 online resource |
Physical Medium |
polychrome |
Description |
text file |
Bibliography |
Includes bibliographical references and index. |
Contents |
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. |
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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. |
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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. |
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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. |
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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. |
Summary |
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. |
Local Note |
eBooks on EBSCOhost EBSCO eBook Subscription Academic Collection - North America |
Subject |
Consolidation and merger of corporations.
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Consolidation and merger of corporations. |
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Corporate reorganizations.
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Corporate reorganizations. |
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Strategic planning.
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Strategic planning. |
Genre/Form |
Electronic books.
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Added Author |
Vizzaccaro, Matteo, 1987- author.
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Rutschmann, Fabrizio, author.
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ISBN |
9781787433496 (electronic book) |
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1787433498 (electronic book) |
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9781787433502 |
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