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Publications in the M&A environment

The Institute for Mergers, Acquisitions and Alliances is a not-for-profit think tank and the only globally recognized association for M&A.

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

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

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

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

Merging Alliances: Ignore at Your Own Risk

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

Global Capital Confidence Barometer – Does Seizing Competitive Advantage Mean Deals Take Center Stage?

Global Capital Confidence Barometer – Does Seizing Competitive Advantage Mean Deals Take Center Stage?

by Ernst & Young
Deals take center stage as companies reinvent their corporate strategy in response to a permanently reshaped landscape. Everything is changing for executives — except the expectations of their investors and stakeholders around higher growth and returns. Profitable growth is a mainstay demand of business. The list of what is changing includes unprecedented technological advances, the blurring of sector lines, uneven geographic growth, workforce dynamics and more geopolitical uncertainty. […] Read more

Global Transportation And Logistics M&A Deals Insights Q3 2016

Global Transportation And Logistics M&A Deals Insights Q3 2016

by PricewaterhouseCoopers
Global transportation and logistics M&A activity remained stable in 2016 with 50+ deals in each quarter, though Q3 2016 was slightly less active. With 50 deals, the quarter saw a decline of 11% in deal volume compared to both Q2 2016 and Q3 2015. It appears general uncertainties related to the US presidential elections, the long-term impact of Brexit, and China’s economic growth paired with reduced forecasts of international trade activity may have impacted recent M&A activity. […] Read more

Transformation Through M&A Integration

Transformation Through M&A Integration

by A.T. Kearney
A major acquisition is not only an opportunity to achieve synergies, but also a valuable “moment in time” to bring about true change. The best leaders get these transformational decisions right. Mergers create both excitement and anxiety for stakeholders, generating not only destabilizing uncertainty, but also malleability, which encourages openness to new ways of working. […] Read more

Global Industrial Manufacturing M&A Deals Insights Q3 2016

Global Industrial Manufacturing M&A Deals Insights Q3 2016

by PricewaterhouseCoopers
The following is an analysis of Global Industrial Manufacturing deals with disclosed value greater than $50 million. Global Industrial Manufacturing M&A deal value for the first nine months of 2016 decreased 10% compared to the first nine months of 2015. This was driven by a 22% decrease in volume period over period. When comparing Q3 2016 vs. Q2 2016 there was double digit growth in both deal value and volume. […] Read more

What Private-Equity Strategy Planners Can Teach Public Companies

What Private-Equity Strategy Planners Can Teach Public Companies

by McKinsey & Company
Successful PE firms model practices that would benefit any multibusiness enterprise —as well as some that break the public-company mold. In many respects, successful private-equity (PE) firms seem to defy economic logic. They acquire most of their businesses through some form of auction, where competitive bidding drives prices above what other potential buyers are willing to pay. […] Read more

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