Merger And Acquisition Strategies

The decision to carry out a merger or acquisition is certainly a risky one, not least because of the number of variables influencing the final outcome. It is also a decision frequently based on the wrong objectives and an incorrect evaluation process. With this in mind, this important new book offers solutions for reducing the high percentage of mergers and acquisitions (M&As) that fail. It adopts a normative approach, using theoretical analysis to show what managers could and should do to increase shareholders’ value through successful M&A strategies. It also explores the conditions that are suitable for favouring a certain type of M&A (horizontal, vertical or diversified) over the others. In conclusion, the book presents case studies of successful M&A strategies providing a link between theory and practice.

The Business environment has been changed rapidly because of dynamic changes in the global atmosphere. The technological advances have altered the business transactions in current corporations to world level. Every organisation has its vision to become a reputable organisation; along with its vision to maximize market share and future growth. Hence the organisations have to be strong in order to grow in the market. They have also needed precise and specialised information to enter in new markets. Therefore, they have to adopt a distinctive type of strategy to compete in such a dynamic environment. The organisations use Merger and Acquisition (M&A) as an effective approach to cope with the dynamic business environment. This strategy continues to be a highly familiar form of corporate development. In the last decade, M&A has become an impressive activity. Mergers and Acquisitions (M&A) has redefined the corporate managerial environment, evidenced by the ever enhanced competitive edge of professional enterprises on todays market. Merger and acquisition are global phenomena which many organisations employed to grow internally, by expanding its operations both globally and domestically. Merger is different from acquisition. Merger is the combination of two or more businesses that leads to the formation of a new business, but acquisition is the takeover or purchase of one business by other business. This Monograph, Merger and Acquisition Strategies, sheds light on how synergies arise through mergers and acquisitions (M&A). Enterprises go through the process of Mergers and Acquisitions (M&A) with the goal of improving performance, increasing efficiency and obtaining business synergy. Merger and acquisition benefit shareholders when the consolidated post-merger firm is more valuable than the simple sum of the two separate pre-merger firms. Mergers and acquisitions are aimed at achieving cost efficiency through economies of scale, and to diversity and expand on the range of business activities for improved performance. Merger and acquisition is adopted to attain the operating and financial efficiencies. According to the efficiency theory, the main motive of mergers and acquisition is to gain operating and financial synergy. Theories behind M&A have supported the concept that the value of the combined companies may rise after coming together. Mergers and acquisitions improve market efficiency by capturing synergies between firms. But takeovers also impose externalities on the remaining firms in the industry. This book has the importance for the concerned institutions, customers, shareholders, investors, competitors and internal management. The objective of the text is to assess the changes in the financial performance of institution after M&A and give complete information to the organisations about the pros and cons of M&A in the recent competitive business environment.

Seize the competitive advantage with today’s most powerful strategic tool—M&A “Given the influence of technology, globalization, and regulatory change, M&A will continue to shape our industries. For most companies, therefore, the consideration of M&A in strategy is now fundamental.” –from the Introduction to Part I The Art of M&A Strategy is exactly what you need to build mergers, acquisitions, and divestitures into your overall business strategy—to make M&A a competitive advantage and avoid landing on the long list of M&A failures. Experts in the field of M&A, Smith and Lajoux demystify this otherwise complex subject by taking you through the types of M&A strategy and the key steps to successful M&A strategy development and implementation. The Art of M&A Strategy is conveniently organized into three sections: Part I presents a range of possible corporate strategy situations and provides the role and rationale for M&A in each, such as building and managing a portfolio, participating in industry consolidation, spurring corporate growth, and using acquisitions to create “real options.” Part II outlines how to determine the role of M&A in your strategy—taking into consideration industry context, competitive imperatives, and strategy options—and explains how to find and screen partners, decide whether to buy or sell, and engage the board of directors in M&A decisions. Part III covers M&A as a sustained corporate program, particularly in the context of international growth, outlining the most strategic aspects of post-merger integration, describing how to use advisors throughout the process, and examining core competencies required for successful M&A programs. The authors illuminate the purpose and process of applying M&A with real-world success stories involving Cisco, GE, Google, and many other companies that have leveraged M&A for strategic success. Use The Art of M&A Strategy to create a powerful strategy position for success in today’s changing business environment and to seize and hold competitive advantage.

THE NEW M&A STRATEGY FOR LONG-TERM SUCCESS IN TODAY’S VOLATILE MARKETS "Rich in examples and details, well-grounded in wisdom from years of experience, and blessedly practical . . . . engaging, well-written, and loaded with worthy insights. Study this book and prosper." -- DR. ROBERT B RUNER, Dean, University of Virginia’s Darden School of Business, and author of Deals from Hell, The Panic of 1907, and Applied Mergers & Acquisitions. "Drawing on his experience with more than 100 M&A transactions, Hoffmann has written a defi nitive 'how-to' for acquiring companies in the below $50 million sales market space. The examples . . . [offer] astute insight into every feature of the topic." -- DR. NANCY BAGRANOFF, Dean, Robins School of Business of the University of Richmond; President of the American Accounting Association; and coauthor of Core Concepts of Consulting for Accountants and Core Concepts of IT Auditing. "This is a wonderful history with compelling lessons from the great successes of the Trader Publishing and Landmark Communications leadership and business model. The reflection on past deals gone wrong helps the reader understand why you do deals, how to pursue M&A, and what principles you need to be successful." -- MACON B. ROCK, founder and Chairman of Dollar Tree Stores, Inc., and founder and former President of K&K Toys. "A must-read for those who hope to start small and grow big by acquiring, improving, and innovating. Following his rules may not lead you to be part of the 1 percent, but it will certainly keep you from being part of the 70 percent that fail." -- HOWARD S. TEVENSON, Senior Associate Dean, Harvard University; Director of Publishing, Harvard Business Publishing Company board; and author of New Business Ventures and the Entreprenuer, Make Your Own Luck, and Do Lunch or Be Lunch.

This book reviews both successful and unsuccessful mergers andacquisitions, exploring the reasons why so many fail to live up toexpectations. An exploration of why mergers and acquisitions succeed or fail,based on rigorous scholarly research. Stretches the boundaries of what we know about these complexphenomena. Presents original ideas about the merger and acquisitionstrategy, the effects of mergers and acquisitions on performance,and the critical processes involved in implementation andintegration. Explores new areas, such as the role of culture and leadership,and the importance of knowledge transfer and learning. Includes contributions from both highly respected scholars andup-and-coming stars in the field.

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.

The new M&A bible. Few actions can change the value of a company—and its competitive future—as quickly and dramatically as an acquisition. Yet most companies fail to create shareholder value from these deals, and in many cases they destroy it. It doesn't have to be this way. In The Synergy Solution, Deloitte's Mark Sirower and Jeff Weirens show acquirers how to develop and execute an M&A strategy—end to end—that not only avoids the pitfalls that so many companies fall into but also creates real, long-term shareholder value. This strategy includes how to: Become a prepared "always on" acquirer Test the investment thesis and DCF valuation of a deal Plan for a successful Announcement Day, and properly communicate synergy promises to investors and other stakeholders Realize those promised synergies through integration planning and post-close execution Manage change and build a new, combined organization Sirower and Weirens provide invaluable background to those considering M&A, laying out the issues they have to consider, how to analyze them, and how to plan and execute the deal effectively. They also show those who have already started the process of M&A how to maximize their chances of success. There's an art and a science to getting mergers and acquisitions right, and this powerful book provides the insights and strategies acquirers need to find success at every stage of an often complex and perilous process.