By William J. Gole
This nuts-and-bolts advisor examines all features of an M&A due diligence--from coming to the choice to procure a firm, to who may be at the due diligence group, to the particular technique and the ultimate record and post-closing keep on with up. It advocates a spotlight on either danger mitigation and shareholder price production, and emphasizes a holistic strategy that spans from making plans to post-acquisition integration. The tentative contents is: (1) creation; (2) making plans for price production: development method; (3) Engagement and pursuit; (4) getting ready for due diligence; (5) Validation of worth: acting due diligence; (6) evaluation of due diligence effects; (7) Optimizing price: submit diligence negotiation; (8) Extracting price: post-transaction integration
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Extra resources for Due Diligence: An M&A Value Creation Approach (Wiley Finance)
Sample text
However, the general outline of the process is fairly standard from organization to organization and shares the same basic characteristics. 1. It shows that the planning process requires an affirmation or modification of organizational objectives, an assessment of the environment in which the organization operates, a determination of investment objectives, and a decision on how to pursue those objectives. Managing the Process The development of a fluid planning process generally evolves over time as an organization matures.
PROCESS OVERVIEW Although an expansive description of the strategic planning process is beyond the scope of this discussion, an outline of the general characteristics of that process is provided in the following sections. This outline illustrates the general flow and logic of the planning process, as well as linkage of strategic planning to investment choice and execution and the potential impact of those choices on risk and return. Strategic Assessment Strategic assessment is at the core of the planning process.
4 Sources of Value Created by Acquisition Investment P1: a/b c01 P2: c/d QC: e/f JWBT093-Gole T1: g June 2, 2009 12:34 Introduction Printer: Courier Westford 19 The deal’s success for the acquirer is measured by the value created, which is the combined value minus the purchase price. A description of each term follows: Stand-alone value. Represents the potential acquirer’s estimated value of an acquisition target as managed by its current ownership. If the target is a privately held business, the acquirer will need to calculate this number as the starting point for determining its bidding strategy.