LEADER 00000cam a2200673Ii 4500 
001    on1039888020 
003    OCoLC 
005    20200110051412.5 
006    m     o  d         
007    cr cnu|||unuuu 
008    180612s2018    enk     ob    001 0 eng d 
020    9781787433496|q(electronic book) 
020    1787433498|q(electronic book) 
020    |z9781787433502 
035    (OCoLC)1039888020 
040    N$T|beng|erda|epn|cN$T|dN$T|dEBLCP|dCNCGM|dYDX|dOCLCF
       |dMERUC|dINT|dOCLCQ|dCOO|dOCLCQ 
049    RIDW 
050  4 HD2746.5 
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082 04 658.162|223 
090    HD2746.5 
100 1  Venzin, Markus,|0https://id.loc.gov/authorities/names/
       no2005060840|eauthor. 
245 10 Making mergers and acquisitions work :|bfrom strategy and 
       target selection to post merger integration /|cMarkus 
       Venzin, Matteo Vizzaccaro, Fabrizio Rutschmann. 
250    First edition. 
264  1 Bingley, UK :|bEmerald Publishing Limited,|c2018. 
300    1 online resource 
336    text|btxt|2rdacontent 
337    computer|bc|2rdamedia 
338    online resource|bcr|2rdacarrier 
340    |gpolychrome|2rdacc 
347    text file|2rdaft 
504    Includes bibliographical references and index. 
505 0  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. 
505 8  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. 
505 8  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. 
505 8  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. 
505 8  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. 
520    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. 
588 0  Online resource; title from PDF title page (EBSCO, viewed 
       June 13, 2018). 
590    eBooks on EBSCOhost|bEBSCO eBook Subscription Academic 
       Collection - North America 
650  0 Consolidation and merger of corporations.|0https://
       id.loc.gov/authorities/subjects/sh85031293 
650  0 Corporate reorganizations.|0https://id.loc.gov/authorities
       /subjects/sh85032909 
650  0 Strategic planning.|0https://id.loc.gov/authorities/
       subjects/sh85128511 
650  7 Consolidation and merger of corporations.|2fast|0https://
       id.worldcat.org/fast/875660 
650  7 Corporate reorganizations.|2fast|0https://id.worldcat.org/
       fast/879699 
650  7 Strategic planning.|2fast|0https://id.worldcat.org/fast/
       1134371 
655  4 Electronic books. 
700 1  Vizzaccaro, Matteo,|d1987-|0https://id.loc.gov/authorities
       /names/no2018130210|eauthor. 
700 1  Rutschmann, Fabrizio,|eauthor. 
856 40 |uhttps://rider.idm.oclc.org/login?url=http://
       search.ebscohost.com/login.aspx?direct=true&scope=site&
       db=nlebk&AN=1577431|zOnline eBook via EBSCO. Access 
       restricted to current Rider University students, faculty, 
       and staff. 
856 42 |3Instructions for reading/downloading the EBSCO version 
       of this eBook|uhttp://guides.rider.edu/ebooks/ebsco 
901    MARCIVE 20231220 
948    |d20200122|cEBSCO|tEBSCOebooksacademic NEW 12-21,1-17 
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