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.
We help create a successful M&A culture, from entry to board level.
We are providing world leading research and M&A publications from well known institutions and companies.
Global Engineering and Construction (E&C) M&A deal values continue to reflect softness in 2016 versus prior years, but masking healthy deal volume. While both value and volume declined in Q3 2016 compared to comparable 2015, on a relative year-to-date basis 206 deals through Q3 2016, outpaces 2015 and 2104 (187 and 103, respectively) demonstrating heightened activity for smaller transactions. […] Read more
Effects Of Mergers On Corporate Performance: An Empirical Evaluation Using Ols And The Empirical Bayesian Methods
by Borsa Istanbul
In this paper, we empirically examine the impact of mergers on corporate financial performance in Pakistan using data on the deals occurred during the period 1995-2012. Ordinary least squares (OLS) and empirical Bayesian estimation methods are applied to carry out empirical analysis. The OLS regression results suggest that the merger deals do not have any significant impact on the profitability, liquidity, and leverage position of the firms. […] Read more
by Willis Towers Watson
Spin-offs — corporate transactions in which business units separate from their parent company to become independent entities — are increasingly popular as companies reexamine their business strategies and search for additional ways to boost shareholder returns. Two Willis Towers Watson experts look at the unique human capital challenges associated with spin-offs and the steps organizations can take to minimize the risks and maximize the chances of success for these types of transactions. […] Read more
by McKinsey & Company
The internal organization that manages a company’s M&A processes has always been a major contributor to the success of its deals. Today, as companies increasingly choose to manage their M&A processes internally, without the support of financial advisers, it’s all the more important to have the right team in place. […] Read more
Joint ventures (JVs) and other alternative structures (such as alliances and consortiums) may be superior to mergers and acquisitions (M&A) and greenfield operations in many market entry situations. While full company or carve-out acquisition and divestitures are a critical tool in the strategic toolset of nearly every business, JVs typically offer the following advantages […] Read more
by Ernst & Young
Companies need a new capital strategy for Asia: one that prioritizes depth in each country rather than breadth of presence across the region. This, the second in a series of briefing papers, discusses how multinational companies should shift from a land-grab strategy in emerging Asia to a focus on profitability. […] Read more
We believe that nine key themes are driving high levels of M&A activity in asset and wealth management. While some are expected to impact the near term, others will shape future deal activity. Merger and acquisition activity among US asset and wealth managers has recently reached levels matching previous peaks. There are sound strategic reasons for this upsurge. […] Read more
When it comes to digital content, today’s consumers have clear but complex demands. They want it fast, they want it integrated and they want it now. Communications companies are the ones on the hook to make all this possible — with simple, easily understood product options at a competitive price. But increasingly, they’re finding their current capabilities straining to meet consumers’ demands. […] Read more
US hospitals have been consolidating with enthusiasm. Despite some pullback in 2014, deal volumes grew by 9 percent between 2010 and 2013. Bigger, however, does not automatically equate to better. Accenture research reveals that the synergies achieved from many of these deals have been disappointing. In fact, the average acquiring provider left nearly $25 million per target on the table in 2015: potential cost and revenue synergies that could have been invested in improving access and the total cost of care. […] Read more