- This topic has 12 replies, 12 voices, and was last updated 4 days, 7 hours ago by Jiaxin Alethea Hong.
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June 29, 2023 at 2:15 am #82499Eric KunitakeParticipant
Two questions:
– For those who work for firms which have an M&A playbook, what is the typical acquisition count (annually)?
– What does resource turnover (those with M&A experience) look like?June 30, 2023 at 8:01 pm #82576Erin GrayParticipantMy firm does have an M&A playbook with a forecast to complete 1-3 acquisitions per calendar year; however, we’ve been on a trend of only closing one per year due to various circumstances. From the three we’ve completed, all turnover has been voluntary as we’re acquiring smaller firms mostly for their sales talent and territories.
July 3, 2023 at 7:01 am #82802clewhappenParticipantGable claims that Cinnamon Beach, a gated beachfront driving directions community with resort-style facilities including a swimming pool, a clubhouse, and a splash park for kids, is a hotspot for real estate investors.
July 6, 2023 at 2:58 am #82908Eric KunitakeParticipantInteresting; I’ve had 2 clients which developed playbooks and in both cases, it seemed as though the playbook was developed as defense against turnover as well as capture best practices for future reference. Target was 1-3 acquisitions/yr. In the end though, the IMO decided to stop trying to capture such low level details of acquisitions and keep it high level. (Both publicly traded firms- med devices and pharma).
August 5, 2023 at 7:36 pm #83917Max EagerParticipantI’ve works with clients in the insurance industry who are highly acquisitive, and have about 10 new acquisitions per month–and they keep up this rate.
November 1, 2023 at 2:47 pm #89290brent harveyParticipantMy company does several deals a year. The IMO has a playbook that has been developed over time, with substantial gains made with help from outside consultants that were brought in on a couple of deals. While each deal can have its unique aspects, having a playbook helps provide an overall framework and aspects to consider.
November 4, 2023 at 4:30 pm #89414Abderrahman BENOUHOUDParticipantThe company I work is willing to leverage external growth options in order to gain marker shares on key geographies. Being a serial acquirer requires mature capabilities in M&A discipline, our core M&A team has assembled a playbook that we systematically deploy for every deal. This has been shared largely within the organization and makes it easy to have external or internal contributors joining the deal at any stage during the process since they know well in advance what would be expected from them and in which fashion. We try to update this playbook from a year to another, enriching it with learnings from precedent year deals whatever their status (closed or abandoned).
November 19, 2023 at 7:29 pm #90253Matthias LippParticipantWe use a M&A playbook too, even when our M&A frequency various from zero up to 3 M&As per year in the last 5 years.
December 15, 2023 at 7:34 pm #93014Amy SParticipantOur company has a playbook designed for each function, but we are looking to create a playbook used solely for partial integrations.
December 20, 2023 at 11:01 am #93291Sophia KraftParticipantNo, we don’t have that.
December 31, 2023 at 6:11 am #93917Anita DavisParticipantWe have a M&A playbook at the IMO and functional level.
January 24, 2024 at 3:45 pm #95962Lisa HallParticipantOur company leverages an enterprise playbook that evolves after each integration.
October 28, 2024 at 1:10 pm #128218Jiaxin Alethea HongParticipantWe do have a M&A Playbook and and average of 1-2 per year depending on the size. Typically resource turnover is voluntary. We typically keep them onboard for 1-2 years till the acquired company is stable
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