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
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
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
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
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
by Deloitte
Das Jahr 2012 ging nicht nur im Bereich M&A turbulent zu Ende: Es war geprägt von den Einflüssen der US-Wahlen sowie der andauernden Euro-Krise und der damit verbundenen Unsicherheit. Innerhalb des letzten Jahres war weltweit im Vergleich zu 2011 ein erneuter Rückgang des Transaktionsvolumens von rund 10% zu beobachten. […] Read more
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
by Baker & McKenzie
Companies active in the mergers and acquisitions market are realizing that the real challenge when acquiring a new business starts only when the deal closes and are focusing more attention on how they best derive value from their acquisitions. Where the existing and target businesses operate in the same or complementary fields, it is almost always the case that the acquiror desires to integrate the two businesses in order to save costs, develop synergies and generate value for its shareholders. […] Read more
by Baker & McKenzie
Companies active in the mergers and acquisitions market are realizing that the real challenge when acquiring a new business starts only when the deal closes and are focusing more attention on how they best derive value from their acquisitions. Where the existing and target businesses operate in the same or complementary fields, it is almost always the case that the acquiror desires to integrate the two businesses in order to save costs, develop synergies and generate value for its shareholders. […] Read more
