The financial crisis of 2008 has thrown many of the mergers and acquisitions of recent years into sharp focus. Too many have failed to generate real value for shareholders and many others have only proved lukewarm successes. Although it is impossible to assess accurately the extent to which these failures may be the result of poor planning and execution, they have raised considerable questions about the process, breadth and effectiveness of traditional due diligence activities. Value in Due Diligence explores new applications for due diligence including areas such as corporate culture, social responsibility, and innovation. It also examines the due diligence process itself to draw out those elements that provide effective risk and opportunity management as opposed to simple compliance.
Table of Contents
Strategy Development and Target Identification
Due Diligence on Strategic Fit and Integration Issues A Focal Point of MA Success
Maximizing the Impact of MA Controlling Due Diligences Link to Corporate Values Practical Experience from the Consumer Goods Industry
Accounting for Real Options in the Due Diligence Process
Due Diligence and Results Evaluation
Marketing Due Diligence
Marketing Its Valuable Role in the Due Diligence Process
Innovation Capability Due Diligence Investigating the Innovation Capability of Companies
IT Due Diligence Why Information Technology Can Make or Break a Deal
Due Diligence on Young Companies A Case Study
Deal Negotiation and Post-Merger Integration
Redefining Due Diligence to Jump Start Effective Integration
Integration Due Diligence Setting the Stage for Value Creation
The Attributes of a Successful Acquisition Leader
Post-Merger Growth Due Diligence
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