Making M&A Deals Happen by Robert Stefanowski

By Robert Stefanowski

Successfully resource, Negotiate, and shut Any Merger, Acquisition, or Joint Venture

Making M&A offers Happen offers a realistic businessperson's method of making M&A offers that stand up to the try out of time. The booklet offers entire information on find out how to resource, negotiate, and shut mergers, acquisitions, and joint ventures, discussing each one level of the deal procedure and highlighting the serious components, dangers, and possibilities of each.

Bob Stefanowski, who has overseen greater than $8.7 billion in M&A bargains, equips readers with professional info at the M&A surroundings… constructing an organization technique on M&A…financial modeling and ultimate valuation…bidding strategies…structuring the deal…legal and regulatory issues…and a lot more.

Filled with easy-to-use instruments, options, and assets, Making M&A bargains Happen features:

  • Proven M&A techniques and strategies that bring up worth for the corporate
  • In-depth case reviews of Tyco, Conseco, and Time Warner, displaying the place businesses have long gone wrong_and the best way to steer clear of comparable pitfalls
  • Detailed negotiation do's and don'ts and troubleshooting thoughts
  • A wealth of tables, charts, and examples that illustrate key tools
  • Sample due diligence audit courses and knowledge requests

Based on a well known direction the writer teaches at UPENN - Wharton Making M&A bargains Happen now deals a profitable blueprint to all pros really all for the M&A process_ even if within the making plans, due diligence, or integration phases.

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Sample text

These first impressions will normally be retained throughout the deal process. For example, a well-timed call from the buyer’s CEO to the seller’s CEO to express his or her interest can make a seller much more comfortable with a potential buyer. This kind of gesture is not possible unless the M&A team has early and frequent contact with the buyer’s senior management. The decisions made by the buyer as to who to invite to due diligence should be made partially on fact and partially on emotion. Early senior management involvement can often be the difference between being invited back for a second round of due diligence versus exiting the process.

In fact, some firms require that the integration team be present at the senior management meeting for final approval of the transaction. Team members will lay out a detailed integration plan with milestones and accountability for each step. We will discuss the integration process further in Chapter 10. The business development leader should initiate an organizational meeting for the various functional heads to introduce the deal and outline the due diligence timeline. It helps to have the firm’s CEO kick off this meeting to express the importance of the deal to the firm’s success and request that all functional areas provide their undivided support and attention to the process.

Due diligence team members must be “managed” to ensure that they are empathetic and don’t take too aggressive an approach to the target and its employees. The size of the due diligence team must also be managed so not to overwhelm the target company. Other Considerations Deal teams need to guard against being overly conservative at this stage of the process. They must keep in mind that the letter of intent is generally nonbinding at this stage. With the limited information available, it is very easy to reach a decision not to proceed.

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