
Winning Big Deals — Profitably
By Thomas Kratzert – A.T. Kearney Today’s aggressive, sophisticated buyers make detailed comparisons of prices and specifications. Often there’s little room for loyalty,

By Thomas Kratzert – A.T. Kearney Today’s aggressive, sophisticated buyers make detailed comparisons of prices and specifications. Often there’s little room for loyalty,

by Towers Perrin
Insurance M&A is on the rise again. A tier of stronger players has emerged who are looking to gain market share, raise capital or otherwise make more efficient use of capital to streamline their business. However, the past has shown us that many mergers and acquisitions never fully achieve their potential benefits. Is M&A really worth the trouble and risk? What, then, are the keys to a successful outcome? […] Read more

By Emilian Radu – PricewaterhouseCoopers It is a pleasure to present to you our latest report on the mergers and acquisitions (M&A) market

by Towers Perrin
With mergers and acquisitions reemerging as a key business strategy for many organizations, the billion-dollar question is whether the next wave of deals will prove more successful than many of those struck during the late 1990s. Towers Perrin research suggests the answer will be yes for many organizations, thanks in part to some hard lessons learned about the critical people issues involved in integrating businesses successfully. […] Read more

By Towers Perrin EXECUTIVE SUMMARY “You can buy the best company in the world and kill it in the first 30 days.” —

By Ravi Chanmugam, Pat Anslinger and Milyae Park – Accenture Twenty years ago, few companies made acquisitions a key element of strategy; acquisitions were often an

By Jeffery S. Perry, Thomas J. Herd – A.T. Kearney “The art of doing due diligence is being lost. Buyers aren’t analyzing the operations

By John O. Nigh, Louis J. Bevilacqua – Towers Perrin, Wickersham & Taft M&A due diligence has always been a good business practice. But

By Michael May, Patricia Anslinger and Justin Jenk – Accenture Checking too quickly and focusing too narrowly can be a recipe for disaster. Successful acquirers take
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