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Smart Things to Know about Mergers and Acquisitions
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From the contents:1 Introduction - Acquisitions and Growth. Acquisition logic and growth - the acquisition culture. Acquisitions strategy and business growth. The logic of acquisitions and routes to growth - Acquisitions, alliances and organic development. How acquisitions can add, dilute or destroy shareholder value. Acquisitions and shareholder value (1) - types of acquisitions. Acquisitions and shareholder value (2) - segmenting the value. The acquisition process. Integrating management perspectives - strategic, financial, organisational, tax, legal. Alternatives to acquisition - alliances ...
From the contents:
1 Introduction - Acquisitions and Growth. Acquisition logic and growth - the acquisition culture. Acquisitions strategy and business growth. The logic of acquisitions and routes to growth - Acquisitions, alliances and organic development. How acquisitions can add, dilute or destroy shareholder value. Acquisitions and shareholder value (1) - types of acquisitions. Acquisitions and shareholder value (2) - segmenting the value. The acquisition process. Integrating management perspectives - strategic, financial, organisational, tax, legal. Alternatives to acquisition - alliances and organic development. Divestment. Structure of the book.- Summary
2 The Acquisition Strategy. Introduction - championing the strategy. Strategy and objectives. Gap analysis - where do acquisitions fit in? - Acquisition options. Strategic and financial attractiveness, implementation difficulty, uncertainty and risk, and stakeholder acceptability. Determining criteria - do's and don'ts. Detailed evaluation - external. BMW and Rover case study. Detailed evaluation - internal. Summary
3 Search. Introduction. Different search processes. Approaching your target. Summary
4 Acquisitions - Strategic Due Diligence. Introduction. Evaluation, strategic attractiveness - the GE grid. Financial attractiveness. Evaluating implementation difficulty. Uncertainty and risk. Stakeholder acceptability. Summary
5 Gaining the Overview - Success in Due Diligence. Introduction. Markets and marketing. Products and services. Technology and IT- BMW and Rover case (continued). Operations and people. Manufacturing. Summary
6 Financial Evaluation. Segmenting the value of an acquisition. Bases of valuation - earnings, assets, discounted cash flows. Price-earnings ratio. Assets backing. Discounted cash flows. Scenarios and uncertainty and risk analysis. Links to the negotiation process
7 Managing the Deal. Introduction - acquisition options and bargaining power. Understanding deal-making agendas. Deal scenarios. Deal-making do's and don'ts. Funding the acquisition. BMW and Rover case (continued). Summary
8 Acquisition Integration. The role of the acquisition champion. Integration success and failure. Integration strategies - the alternatives. Communication issues and the BMW/Rover case (continued). Project managing integration. Evaluating success. Post acquisition learning and review. Summary
9 The Champneys Case. Introduction and background. Acquisition integration strategy - options. The integration process. The integration plan. Managing the integration - the dynamics. Case postscript. Summary
10 Conclusion. The role of acquisitions - a review. Diagnosis of your own skills and weaknesses. Acquisitions and your career
Appendix 1 Granada and Forte case study
1 Introduction - Acquisitions and Growth. Acquisition logic and growth - the acquisition culture. Acquisitions strategy and business growth. The logic of acquisitions and routes to growth - Acquisitions, alliances and organic development. How acquisitions can add, dilute or destroy shareholder value. Acquisitions and shareholder value (1) - types of acquisitions. Acquisitions and shareholder value (2) - segmenting the value. The acquisition process. Integrating management perspectives - strategic, financial, organisational, tax, legal. Alternatives to acquisition - alliances and organic development. Divestment. Structure of the book.- Summary
2 The Acquisition Strategy. Introduction - championing the strategy. Strategy and objectives. Gap analysis - where do acquisitions fit in? - Acquisition options. Strategic and financial attractiveness, implementation difficulty, uncertainty and risk, and stakeholder acceptability. Determining criteria - do's and don'ts. Detailed evaluation - external. BMW and Rover case study. Detailed evaluation - internal. Summary
3 Search. Introduction. Different search processes. Approaching your target. Summary
4 Acquisitions - Strategic Due Diligence. Introduction. Evaluation, strategic attractiveness - the GE grid. Financial attractiveness. Evaluating implementation difficulty. Uncertainty and risk. Stakeholder acceptability. Summary
5 Gaining the Overview - Success in Due Diligence. Introduction. Markets and marketing. Products and services. Technology and IT- BMW and Rover case (continued). Operations and people. Manufacturing. Summary
6 Financial Evaluation. Segmenting the value of an acquisition. Bases of valuation - earnings, assets, discounted cash flows. Price-earnings ratio. Assets backing. Discounted cash flows. Scenarios and uncertainty and risk analysis. Links to the negotiation process
7 Managing the Deal. Introduction - acquisition options and bargaining power. Understanding deal-making agendas. Deal scenarios. Deal-making do's and don'ts. Funding the acquisition. BMW and Rover case (continued). Summary
8 Acquisition Integration. The role of the acquisition champion. Integration success and failure. Integration strategies - the alternatives. Communication issues and the BMW/Rover case (continued). Project managing integration. Evaluating success. Post acquisition learning and review. Summary
9 The Champneys Case. Introduction and background. Acquisition integration strategy - options. The integration process. The integration plan. Managing the integration - the dynamics. Case postscript. Summary
10 Conclusion. The role of acquisitions - a review. Diagnosis of your own skills and weaknesses. Acquisitions and your career
Appendix 1 Granada and Forte case study
