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Cultivating the Deal from Origination to LOI

In this document, the authors examine the post-strategy development processes and best practice methods associated with deal origination and resolution, beginning with the necessary stagesetting communications with potential deal source intermediaries and networks that are key to the deal flow process, extending through the valuation and due diligence phases, the confidentiality agreement and culminating with the  formulation and signing of the Letter of Intent (LOI).
You’ll find helpful observations provided by candid interviews with leading dealmakers, including buyers, sellers and advisors, as well as timely insights into the most current trends

Negotiating an Acquisition Letter of Intent

In acquisitions of privately held companies, a letter of intent/term sheet is often entered into by both parties. The purpose of the letter of intent is to ensure there is a “meeting of the minds” on price and key terms before the parties expend significant resources
and legal fees in pursuing an acquisition and before sellers agree to grant exclusivity to buyers. The purpose of this article is to explore the key issues in negotiating and drafting an acquisition letter of intent

Driving successful cross-Border M&A Transactions

This white-paper discusses the best practices for executing an effective cross-border M&A acquisition strategy. You’ll find helpful observations provided by candid interviews with leading buyers, sellers and advisors, as well as timely insights into the most current trends

Dynamics of Culture: The Impact of cultural Integration on cross-border M&A

This insightful report, composed through candid interviews and thorough research, provides meaningful insight to practitioners already active in or considering cross border M&A

The Road to Recovery: Mastering the Art of distressed Investing

Dealing with companies in distress is a weighty and complex business that leaves very little room for error, whether from the distressed company’s perspective or that of a potential investor. This chapter discusses best practices for buyers of distressed companies or its assets

Opportunity and Risk: Uncovering and Winning the distressed Deal

The authors discuss best practices for buyers of distressed companies or its assets. Focused on best practices from both the buyer’s and seller’s perspective, this installment features candid interviews with leading practitioners and analysis of the most current trends in restructuring and reorganization

9 Key Ways to prepare for an M&A Transaction

Advance preparation is key to a successful Merger & Acquisition (M&A) transaction for a seller. M&A transactions can be time consuming and stressful for a company and its management team. The following are some important things a company can do to maximize the likelihood of a successful sale, in connection with the sale of a privately held company.

Transaction Readiness Assessment

“Is our Business “transaction ready”?” The vast majority of business owners and managers would answer “yes”. In reality, transaction readiness is common among publicly traded companies, but very rare with private firms or business units. If a business is performing well, this does not necessarily mean that it is automatically “transaction ready”. Transaction Readiness is not just about business performance and owner readiness. It particularly is about the attractiveness of the business to potential buyers and the smooth and speedy realization of the transaction.

A business is “transaction ready” if it could be sold (a) within six months, (b) at or above market valuation, and (c) without interfering with current course of business.

The success of a divestment, carve-out of a business unit, merger, IPO, or capital increase strongly depends on early and thorough preparation

The Art of Due Diligence Part 3: From the final throes of due diligence to post-merger integration

M&A has three distinct segments: pre-deal preparation, mid-deal due diligence, and then final due diligence, which involves negotiations, deal completion and post-merger integration. Each is integral to a successful M&A event, but there is an art to completing each stage successfully.
In the first part of this three-part series, we discussed the importance of preparing for a transaction as much as 18 months before an anticipated M&A event. In the second instalment, we looked at what to expect from mid-deal due  diligence.
As we conclude this series, we will look at the critical final challenges involved in any deal, as well as how technology can help participants increase their chances for success.

20 Key Due Diligence Activities in an M&A Transaction

Mergers and acquisitions typically involve a substantial amount of due diligence by the buyer. Before committing to the transaction, the buyer will want to ensure that it knows what it is buying and what obligations it is assuming, the nature and extent of the target company’s contingent liabilities, problematic contracts, litigation risks and intellectual property issues, and much more. This is particularly true in private company acquisitions, where the target company has not been subject to the scrutiny of the public markets, and where the buyer has little (if any) ability to obtain the information it requires from public sources.

The Art of Due Diligence Part 1: Best Practices for Due Diligence Pre-Deal

According to the Economist, between 10 and 20 percent of all proposed mergers and acquisitions “end in tears…”. Conventional wisdom also maintains that M&A events fail to deliver on their anticipated value an astonishing 50 percent or more of the time.

With those odds, it isn’t surprising companies are desperate to secure every advantage in order to ensure their deal is one of the successful ones. There is an art to executing successful M&A and getting the outcome right. The biggest advantage any company can gain in M&A is to be thoroughly prepared to demonstrate to a potential partner exactly why a given deal makes strategic and financial sense.

M&A has three distinct phases: pre-deal preparation; mid-deal due diligence, discussion and negotiation, and post-M&A integration. Each process requires specific activity and planning that can greatly increase the odds of a successful M&A conclusion. In the first part of this  three-part series, we will look at best practices for pre-deal preparation, so the selling company is able to portray their asset in the best light and buyers are able to get the full picture

Mitigating Risk and Creating Value: A focused Approach to Due Diligence

Perfecting your due diligence is all about uncovering the real facts and factors that may exist in an M&A transaction. however, the pressure to close the deal in a compressed time frame while getting to the truth is becoming much more complicated. Many times in the euphoria and momentum of closing a transaction, an acquisition may not seem all it was positioned to be in the initial analysis

Unlock the Global Market: Advanced Dealmaking Solutions Simplify CrossBorder Deals and Open New Opportunities

Amid record-breaking M&A numbers worldwide, a new trend is emerging. Companies are increasingly looking beyond borders to find new opportunities to drive external growth. However, cross-border deals bring layers of complexity that present new barriers and risks—from gaps in time, language and culture to disparate regulations and currency valuations. Companies and investors actively seeking cross-border growth opportunities can simplify complexity and overcome barriers by building a dealmaking platform centered on robust technological capabilities and supported by consultative expertise in the cross-border nuance.

Critical Steps for successful Post-Merger Integration

M&A transactions that succeed in creating enhanced value always follow certain steps before, during and after the deal itself. In this document, the authors examine industry best practices for maximising value and capturing synergies after the deal is done. Thinking innovatively and leveraging best-in-class technology to facilitate communication can enhance prospects for a successful post-merger integration of two entities and the creation of lasting value after a transaction concludes

Corporate Finance and Growth after the Vote – A UK M&A Playbook

“We all have a role to play in providing substance, themes and evidence to what Government needs to know about a particular area, to help them out with their policy making and to balance out the trade-offs they have to make across various interests.” (Jeffries Briginshaw, CEO of the BritishAmerican Business)

Download this exclusive playbook now to glean insights on the state of present deal making in the UK and what those at the heart of the industry have to say about positioning business for growth in 2017.

Get actionable recommendations on preparing for a “hard” Brexit and how to be heard in a time of uncertainty.

Strategy and Synergy: Vital Elements of the Deal

The authors highlight best practices for formulating an M&A strategy in order to help ensure the appropriateness of an acquisition or a sale in terms of the synergies to be realized as the transaction’s end product. On the following pages you’ll find helpful observations provided by candid interviews with leading dealmakers, including buyers, sellers and advisors, as well as timely insights into the most current trends

The Science and Art of Deal Execution: Where Metrics and Innovation converge

This document discusses the quantitative foundations of dealmaking, the metrics and measures that underpin each phase of the deal process. These fundamental elements allow corporate finance professionals to create their version of transactional art in an M&A setting. On the following pages you’ll find helpful observations from leading buyers, sellers, and advisors, as well as timely insights into the most current trends

Best Practices for Creating a winning Acquisition Strategy

This document discusses the best practices for developing an effective M&A acquisition plan as part of the overall corporate growth strategy. You’ll find helpful observations provided by candid interviews with leading buyers, sellers and advisors, as well as timely insights into the most current trends