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.

Cross-Border Transactions: Spotlight On China

Cross-Border Transactions: Spotlight On China

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

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The Case for Developing Better Divestiture Practices in a Hot M&A Market

The Case for Developing Better Divestiture Practices in a Hot M&A Market

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. […] Read more

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Accelerate Merger Value With A Pre-Merger IT Diagnostic

Accelerate Merger Value With A Pre-Merger IT Diagnostic

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

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Sales Process Management: The Early Bird Advantage

Sales Process Management: The Early Bird Advantage

by PricewaterhouseCoopers
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

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Pharmaceutical Sector: M&A Insights 2005-2006

Pharmaceutical Sector: M&A Insights 2005-2006

by PricewaterhouseCoopers
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

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Not So Fast: Companies Need To Pace Themselves During The Integration Process

Not So Fast: Companies Need To Pace Themselves During The Integration Process

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

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M&A Due Diligence: The 360-Degree View

M&A Due Diligence: The 360-Degree View

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

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Mitigating Risks in Mergers and Acquisitions: Undertaking Due Diligence in China

Mitigating Risks in Mergers and Acquisitions: Undertaking Due Diligence in China

by BearingPoint
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

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