People Risks In M&A Transactions

Figure 1 Surveyed firms

by Mercer
Offering robust data and analysis as well as unique insights and guidance, Mercer’s first annual research report on people risks in M&A transactions provides an in-depth view of the human capital issues buyers and sellers are facing in the marketplace. In addition, this report identifies practical solutions and strategies organizations are deploying to effectively hedge these risks and drive deal value. […] Read more

EY Center For Board Matters: As M&A Grows, So Does The Board’s Role

EY Center For Board Matters: As M&A Grows, So Does The Board’s Role

by Ernst & Young
Deals that bring companies together often happen at high speed, which creates the potential for missing some critical risks. Everyone in the business world knows that M&A is shorthand for mergers and acquisitions, but these days you could just as readily believe it stands for “moving ahead.” If nothing else, the numbers alone should get the attention of board members at a time when an increasingly holistic view must be taken in every stage of the transaction, including strategy, due diligence, deal approval, integration and post-integration. […] Read more

Global Perspective. Local Insights. Every Step Of The Way

Global Perspective. Local Insights. Every Step Of The Way

by KPMG
Mergers and acquisitions have reemerged as a leading growth strategy for multinationals – a trend that is expected to continue for some time. Every transaction is carried out to create, increase or retain value. In light of the globalization of M&A, the emergence of new buyers and increased cooperation between national tax authorities, it is vital that transaction decisions are informed by an understanding of both global and local tax implications, in order to realize the value of a deal. […] Read more

Operational Due Diligence: Investment Management And Funds

Figure 1 KPMG ODD service offering

by KPMG
Operational due diligence (ODD) over investment managers has never been more critical. Recent scandals such as Madoff and Weavering have served to underline the growing importance of ODD in the minds of investors. Adding in other factors such as an increasingly complex regulatory environment and the investors’ search for the alpha generating, operationally sound investment managers becomes increasingly difficult. […] Read more

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

IT As A Driver Of M&A Success

It As A Driver Of M&A Success

by Ernst & Young
Businesses today are under more pressure than ever to deliver value to stakeholders, particularly when undertaking bold initiatives such as mergers, acquisitions or asset disposals. This is true not only for corporate acquirers but also for private equity (PE) firms, whose strategy is leaning toward add‐on acquisitions as a means of growing their portfolio companies. […] Read more

M&A Beyond Borders: Opportunities And Risks

Figure 1 Attractiveness of regions as M&A destinations

by Marsh, Mercer, Kroll
Emerging market corporations are now more confident in their pursuit of M&A. Chinese, Indian and Russian companies have been prolific in venturing outside their domestic markets to do deals, demonstrating that they are well-managed, efficient and globally competitive. Many of them have recently had initial public offerings on stock exchanges – not so much to raise capital as to demonstrate greater transparency, dispel perceptions of reputational issues and effectively pave the way for future M&A deals. […] Read more

How Can Leadership Make A Difference?

by PricewaterhouseCoopers
Signing an M&A deal is the first step on a long journey. Deals are done to generate faster revenue growth. Maximizing the value that can be captured from mergers and acquisitions is thus becoming more important than ever. However, as our survey shows, this and other ambitious targets are too often not achieved. […] Read more

The Great Buy-Out: M&A In China

Figure 1 Completed M&A transactions involving China

by Economist Intelligence Unit
One of the first merger-and-acquisition (M&A) transactions in China was completed in 1985, barely seven years after Deng Xiaoping started opening communist China to the world. It was the purchase by Singapore’s Hong Leong Enterprises, for an undisclosed sum, of Rheem (Far East), a maker of steel drums established in pre-communist 1946 China by Rheem International USA. […] Read more

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