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.

Insurance 2020: A Quiet Revolution – The Future Of Insurance M&A

Insurance 2020: A Quiet Revolution – The Future Of Insurance M&A

by PricewaterhouseCoopers
The global insurance industry’s outlook is improving. The mature economies of Europe and North America are moving towards recovery, while the emerging markets of Asia and Latin America continue to grow. A pickup in global premiums is forecast, but the industry should not expect a return to the old ways. Insurers are operating in a world where the goal of long-term growth seems to be getting further away. Instead, insurers face a range of obstacles including persistently low investment yields, tightening regulation and overcapacity in many markets. […] Read more

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Merger Integration: A Survival Guide For HR Executives

Merger Integration: A Survival Guide For HR Executives

by Accenture
Merger integration programs pose demands on the HR team collectively and on HR executives individually that are typically tough and sometimes unreasonable. It is the unavoidable result of the dual pressures of simultaneously having to provide business support to help get right the myriad “people decisions” in the merger, and having to deliver significant synergies by combining and streamlining the HR functions of the two merging companies. […] Read more

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Bridging The Gap: M&A Are CFOs And Boards Aligned?

Bridging The Gap: M&A Are CFOs And Boards Aligned?

by Deloitte
In March and April 2013, Corporate Board Member magazine in association with Deloitte conducted a survey of corporate directors and chief financial officers (CFOs) from companies with revenue of $500 million and above. The goal was to identify specific areas of convergence and divergence in respondents’ views regarding risk oversight and value creation in merger and acquisition (M&A) activities. […] Read more

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M&A As Competitive Advantage

M&A As Competitive Advantage

by McKinsey & Company
Treating M&A as a strategic capability can give companies an edge that their peers will struggle to replicate. Most companies approach deal making as an art rather than as a corporate capability deployed to support a strategy, and they see individual deals as discrete projects rather than integral parts of that strategy. Few have found a way to build and continuously improve, across businesses, an M&A capability that consistently creates value — and does so better than competitors. […] Read more

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Solving China’s M&A Haze

Solving China’s M&A Haze

by Strategy&
Multinationals creating partnerships with Chinese companies can adopt eight best practices to help manage the unique complexities they often encounter. It used to be that the only way for multinational corporations (MNCs) to enter China was through a joint venture with a local Chinese partner — typically a government-appointed, hopelessly backward state-owned enterprise (SOE). […] Read more

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M&A Deal Evaluation: Challenging Metrics Myths

M&A Deal Evaluation: Challenging Metrics Myths

by A.T. Kearney
It is widely recognized that a significant percentage of M&A transactions fail to deliver value to shareholders. What goes wrong? How is it that acquisitions on average seem to create negligible returns? It can be tempting to blame poor merger integration for the meager returns, and certainly the execution of an integration can have a major impact on whether or not a transaction is regarded as successful. […] Read more

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Divide And Conquer: How Successful M&A Deals Split The Synergies

Divide And Conquer: How Successful M&A Deals Split The Synergies

by BCG (The Boston Consulting Group)
About two-thirds of M&A transactions destroy value for the acquirer, at least in the short term. Yet some acquisitions do create value, often through synergies. New research from BCG and the Technische Universität München demonstrates that in successful deals, acquirers do not give more than one-third of estimated synergies to the target shareholders in the form of acquisition premiums. […] Read more

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