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.
by Ernst & Young
Today’s dynamic transactions market presents a world of opportunity. As corporations and other investors turn their attention to international opportunities, they are looking beyond traditional markets to achieve high growth and competitive advantage. Ernst & Young’s ‘Cross-border Transactions’ series aims to shed light on the complex and rewarding transaction landscape in selected emerging markets. […] Read more
Driving Speed To Value From An M&A Growth Strategy: Establishing An In-House Merger Integration Capability
After suffering from a post-dot-com era hangover, the global mergers and acquisitions market is thriving again. The marketplace has recently experienced a 38 percent year-over-year increase in global deal volume, with half of the Fortune 500 expecting to participate in merger activity in the coming year. […] Read more
by PricewaterhouseCoopers (PwC)
To win on the exit and the acquisition, and avoid mistakes that diminish the value of sell side deals, you’ll need to become a prepared seller with a more disciplined framework. This is especially true when a sophisticated buyer, such as another private equity firm, hedge fund or industry leader, is sitting on the other side of the negotiating table. This issue of TS Insight discusses the benefits of preplanning and enhancing the divestiture process. […]
“Urge To Merge” Fever Hits Consumer Business Industry: Is It Right For You And Your Company’s Business Strategy?
Take even a fleeting look at the issues confronting the Consumer Business industry today and it’s no wonder there’s increased exploration of business combinations or divestitures as possible solutions. As an industry executive, you’re aware of these key obstacles and potential challenges. […] Read more
by A.T. Kearney
Traditionally, merger success has been built on the integration of the front office — including customers, product lines and sales channels — while back-office functions such as finance, HR and IT took a backseat in the drive for merger synergies. Today, however, increased competition and market expectations have raised the stakes for a successful merger. For merger savvy organizations, “above the line” growth must be complemented with “below the line” cost management and efficiency. […] Read more
Remember how unpleasant it was the last time you did business with an unprepared seller? Their team was long on data, but short on analysis, with a data room organized to appeal more to lawyers than businessmen. To make matters worse, the seller could not keep up with information requests. And access to management was limited, so you couldn’t get the answers you needed or cut through the red tape. […] Read more
M&A activity in the pharmaceutical and healthcare sector remained buoyant during 2005 with the completion of 2,048 transactions totalling $152bn. This tally – which encompasses deals worldwide in the pharmaceuticals, medical devices and healthcare services segments – compares with 1,807 transactions worth a combined $146bn in 2004. […] Read more
by A.T. Kearney
Prevailing wisdom says speed in a merger or acquisition is essential to success. Integrate quickly or fail. So why do only a few generate real value? Depending on who you talk to, fewer than 20 to 50 percent of M&As succeed. It’s time to rethink our philosophy on merger integration. Speed, unless pursued selectively, may be less an element of success and more a fatal flaw. […] Read more
With the resurgence of merger and acquisition (M&A) activity in the financial institution sector, it’s important for companies seeking to grow by acquisition to make sure they look at the full range of issues in any contemplated transaction. Knowing how to manage the financial, strategic and people challenges that are bound to arise can greatly enhance the chances of a successful deal. […] Read more
For many businesses, the question is not whether to engage in business with China but rather how to select the most appropriate entry vehicle. Depending on the degree of control needed and the complexity of your product or service, the required structure may range from purchase agreements and product licensing to joint ventures and equity acquisition of an existing business. Other drivers in this important initial decision include the amount of risk you are willing to assume, the extent of your commitment, and the markets you intend to serve. […] Read more