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 Booz•Allen & Hamilton
From airlines to automobiles to advertising, the urge to merge has escalated steadily over the past decade. In 2000 alone there were 9,472 merger and acquisition transactions in the United States — a new record. Although this rush to the altar may have been grounded in solid synergistic potential, all too many of these marriages quickly faltered. […] Read more
Mergers and acquisitions are never easy. All too often M&As fail to integrate quickly, fail at operations and fail to achieve stated synergies. The stark reality is that while CEOs are under intense scrutiny to create shareholder value at all times, effective M&A execution can be the difference between creating and destroying value. […] Read more
Last year witnessed the greatest rush of merger and acquisition activity in history. The number of deals averaged 200 per week, the highest ever. The total dollar value of mergers reached $2.5 trillion, more than double the previous record. The year contained a high number of heavyweight matches, producing the seven largest deals in history, including Exxon-Mobil, Travelers-Citicorp, and others that left the mouths of spectators agape. […] Read more
by Arthur D. Little
Merger and acquisition activity has grown sharply in the last five years. Since 1992, annual expenditure on such activity has leaped from under $400 billion to over $1,200 billion, and there are no signs of a slowdown. The size of the deals has also grown, culminating in WorldCom’s recent, record-breaking offer of $3 7 billion for MCI. […] Read more
According to a long parade of authoritative studies, mergers and acquisitions have no better than a 50-50 chance of creating value for the acquirer. Mergers go sour for many reasons: poor strategic concepts, personality problems at the top, cultural differences, poor employee morale and incompatible information systems. But the most ubiquitous cause is the failure by management to successfully integrate the two entities. […] Read more
by McKinsey & Company
In some circumstances, the market seems to reward alliances more richly than mergers and acquisitions. Maybe it knows something that many managers don’t.
Rarely does a day pass when the front pages of the world’s financial publications don’t trumpet the latest corporate alliance. […] Read more
by Towers Perrin
What does it take to ensure a smooth transition following a merger or an acquisition? A survey of UK insurers reveals the capabilities needed for successful integration. What are the key requirements for successful integration following a merger or an acquisition? […] Read more
Despite the penalties for failure, too many merger-bound CEOs ignore a key factor that can make or break an M&A deal: culture clash. The solution? Cultural due diligence, a systematic method for making rapid, cost-effective assessments of the cultures of both acquirer and target. Read more
This report presents the findings of KPMG’s most recent survey into the issues surrounding M&A integration. The survey sets out to be different. Rather than looking predictably at the reasons for failure, it emphasises what successful companies are doing right to unlock value from their deals. […] Read more