A Better Way To M&A: Zeroing In On Telecom Value

Exhibit 1 EMEA telecom M&A activity

by McKinsey & Company
With organic growth opportunities narrowing, telecom players need a better way to screen potential M&A targets. A data-rich, heat map–based approach can help. The recent surge in telecom M&A activity raises an important question: which acquisitions will create the most value for your company? Always important, mergers and acquisitions (M&As) have become essential among expansion-minded telecom players in Europe as organic growth opportunities begin to evaporate. […] Read more

A Better Way To M&A: Zeroing In On Telecom Value

By Oliver Bosch, Stefan Nagel, John Tiefel – McKinsey & Company With organic growth opportunities narrowing, telecom players need a better way to screen potential M&A targets. A data-rich, heat map–based approach can help. The recent surge in telecom M&A activity raises an important question: which acquisitions will create the most value for your company? Always important, mergers and acquisitions (M&As) have … Read more

iDeal – Defining M&A Analytics

iDeal – Defining M&A Analytics

by Deloitte
The Mergers & Acquisitions (M&A) lifecycle is awash in data. It starts long before the diligence phase and picks up steam when companies share, solicit, and parse information for go or no-go decisions. But the entire M&A lifecycle — negotiations through post-deal, in addition to diligence — is marked by the need to make smarter decisions at what is often an incredibly high rate of speed with a high level of confidence in order to avoid doing a deal you might regret. […] Read more

iDeal – Defining M&A Analytics

By Charles Knight, Iain Macmillan – Deloitte An M&A analytics solution that provides deeper, more meaningful insights from data to deliver real-time answers and analyses throughout the M&A lifecycle. The Mergers & Acquisitions (M&A) lifecycle is awash in data. It starts long before the diligence phase and picks up steam when companies share, solicit, and parse information for go … Read more

Technology Capital Confidence Barometer – Drive For Innovation And Growth Sustains Record Technology M&A

Figure 1 Key findings

by Ernst & Young
What is driving tech M&A at such high, sustained levels? Technology executives in this 15th Capital Confidence Barometer say it is the need to innovate and grow — and acquire the talent to do both. That’s simple enough, except for the increasingly complicated economic, business and technology trends around us. […] Read more

Technology Capital Confidence Barometer – Drive For Innovation And Growth Sustains Record Technology M&A

By Ernst & Young Tech sector’s challenge: how to perform in a low-growth world What is driving tech M&A at such high, sustained levels? Technology executives in this 15th Capital Confidence Barometer say it is the need to innovate and grow — and acquire the talent to do both. That’s simple enough, except for the increasingly … Read more

Merging Alliances: Ignore at Your Own Risk

by Deloitte
With U.S. companies pursuing alliances, joint ventures and/or partnerships in record numbers, most merger & acquisition (M&A) transactions are bound to involve dozens if not hundreds of strategic business-to-business relationships. Yet few merging companies devote as much time and effort to integrating alliances as they do to combining personnel, processes, technology and physical facilities. […] Read more

Merging Alliances: Ignore at Your Own Risk

by Deloitte
With U.S. companies pursuing alliances, joint ventures and/or partnerships in record numbers, most merger & acquisition (M&A) transactions are bound to involve dozens if not hundreds of strategic business-to-business relationships. Yet few merging companies devote as much time and effort to integrating alliances as they do to combining personnel, processes, technology and physical facilities. […] Read more

Merging Alliances: Ignore at Your Own Risk

by Deloitte
With U.S. companies pursuing alliances, joint ventures and/or partnerships in record numbers, most merger & acquisition (M&A) transactions are bound to involve dozens if not hundreds of strategic business-to-business relationships. Yet few merging companies devote as much time and effort to integrating alliances as they do to combining personnel, processes, technology and physical facilities. […] Read more

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