Merger & Acquisition Focus
Showing 225–240 of 244 results
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Ask the Advisor – Q: What do I need to consider when acquiring a business in a regulated industry?
October / November 2008
Newsletter: Merger & Acquisition Focus
Price: $225.00, Subscriber Price: $157.50
Word count: 494
Abstract: When buying a business in a government-regulated industry, companies must think about any regulatory issues early in the transaction, and be prepared to discuss them when they draft their letter of intent. This column advises buyers to look into licensing requirements, consider the best deal structure given the industry’s regulations regarding asset deals, and include in the letter a right to terminate should regulators refuse consent. (Updated 5/7/12)
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Justifiable risk? The dangers and rewards of cross-border acquisitions
October / November 2008
Newsletter: Merger & Acquisition Focus
Price: $225.00, Subscriber Price: $157.50
Word count: 883
Abstract: International acquisitions can provide companies with many advantages, including a broader customer base, cross-selling opportunities, new distribution channels and improved access to rapidly developing markets. But even as overseas M&As offer these potential rewards, they also present serious risks such as costly cultural misunderstandings, imprecise valuations, and inflation, exchange rate and tax issues that reduce anticipated profits.
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Destination: M&A success – An integration manager can help get you there
October / November 2008
Newsletter: Merger & Acquisition Focus
Price: $225.00, Subscriber Price: $157.50
Word count: 781
Abstract: Even the most strategically justified transaction can capsize if it’s not well implemented. This makes the postmerger integration phase critical. To help guide them through this tumultuous period, many companies are using internal talent — leaders who already have employee confidence and respect — as integration managers. This article explains the integration manager’s role and the experience and qualities he or she needs to fill it. (Updated 5/7/12)
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What to do when a buyer backs out
October / November 2008
Newsletter: Merger & Acquisition Focus
Price: $225.00, Subscriber Price: $157.50
Word count: 718
Abstract: M&A transactions can fail to cross the finish line for a variety of reasons. A seller may not be able to substantiate earnings to the buyer’s satisfaction, or the buyer may discover that synergies for long-term value just aren’t there. Whatever the reason for a deal’s demise, a jilted seller can become financially and operationally stranded. It needs, as this article discusses, to act quickly to preserve its future. Sellers must consider negotiating with the buyer or, possibly, litigation, and they need to communicate with their important stakeholders. (Updated 7/31/12)
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Ask the Advisor – Q: How is the dollar’s declining value likely to affect the sale of my business?
August / September 2008
Newsletter: Merger & Acquisition Focus
Price: $225.00, Subscriber Price: $157.50
Word count: 470
Abstract: This column addresses issues relating to the declining dollar. These include how a weak dollar is helping some U.S. businesses that have substantial overseas operations and hurting those that rely on imported supplies or overseas labor. It also talks about why foreign buyers may be more — or less — inclined to buy a U.S. company these days.
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Uncover your company’s key value drivers
August / September 2008
Newsletter: Merger & Acquisition Focus
Price: $225.00, Subscriber Price: $157.50
Word count: 804
Abstract: Many tangible and intangible qualities can enhance a buyer’s perceived value of a company, help close the deal and even land a higher-than-expected purchase price. These key value drivers vary by company, industry and buyer needs, but often include proprietary technologies, market position, brand names, diverse product lines and patented products. But most buyers also look for companies with solid, diversified customer bases, realistic growth strategies and effective management.
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Price management – Addressing an overlooked aspect of integration
August / September 2008
Newsletter: Merger & Acquisition Focus
Price: $225.00, Subscriber Price: $157.50
Word count: 824
Abstract: Business buyers sometimes focus their efforts too narrowly on finding cost reduction efficiencies and pay little attention to revenue-generating activities such as price management. As this article explains, price management is an essential component of the integration process. Prices must be reviewed and adjusted as quickly as possible because most price benefits are realized in the first 12 months following closing.
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Sunny days or storm clouds? A look at what’s on the M&A horizon
August / September 2008
Newsletter: Merger & Acquisition Focus
Price: $225.00, Subscriber Price: $157.50
Word count: 856
Abstract: Analyst predictions that M&A activity would slow in 2008 have proved accurate. During the first quarter, tighter credit markets reduced the availability of relatively cheap financing that had buoyed M&As for the previous few years. This article discusses how the softened economy has affected large and middle-market deals and both domestic and international mergers. It also explains why private-equity firms are likely to represent less of a competitive threat to corporate buyers in the near term.
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Ask the Advisor – Q: What is a fairness opinion and do I need one?
June / July 2008
Newsletter: Merger & Acquisition Focus
Price: $225.00, Subscriber Price: $157.50
Word count: 490
Abstract: This column explains how a fairness opinion assesses whether a transaction is fair to shareholders and others involved by comparing the deal with similar ones and evaluating any meaningful differences. Although buyers and sellers use these opinions to shield themselves from shareholder lawsuits, the article cautions that they are not foolproof against litigation, nor do they necessarily reflect the full value of a proposed deal.
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Focus on the future – Anticipating acquisition success with strategic due diligence
June / July 2008
Newsletter: Merger & Acquisition Focus
Price: $225.00, Subscriber Price: $157.50
Word count: 600
Abstract: Sometimes buyers conduct due diligence too quickly — or too narrowly — and focus only on a company’s historical performance, rather than on how it’s likely to perform once the deal is complete. For an advance look at an acquisition’s potential success or failure, buyers should consider conducting strategic due diligence. This includes looking closely at the health of a company’s market, its customer loyalty, competitive positioning and management effectiveness. (Updated 9/27/12)
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New accounting rules may affect your M&A deal
June / July 2008
Newsletter: Merger & Acquisition Focus
Price: $225.00, Subscriber Price: $157.50
Word count: 899
Abstract: New accounting rules issued by the Financial Accounting Standards Board (FASB) could require M&A participants to perform more extensive valuation work. They might also increase costs and lengthen the negotiation process. This article explains how the rules require buyers to scrutinize certain provisions in some transactions, report transaction fees differently, provide more upfront recognition of deal contingencies, and even terminate some marginal deals.
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The journey ahead – Map out succession, retirement and estate plans before you exit your business
June / July 2008
Newsletter: Merger & Acquisition Focus
Price: $225.00, Subscriber Price: $157.50
Word count: 960
Abstract: To ensure a smooth exit from the workplace, business owners must establish their retirement and estate plans well before they’re ready to sell or transfer their business. And if they don’t already have a succession plan, it’s essential to do that now to ensure the future success of the company and its employees. This article lists issues owners should consider to ensure they’ve protected their own financial security, heirs and the business they’ve built.
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Ask the Advisor – Q: How can I prepare my business for a tighter credit cycle?
April / May 2008
Newsletter: Merger & Acquisition Focus
Price: $225.00, Subscriber Price: $157.50
Word count: 481
Abstract: This column suggests ways businesses can prepare for and better weather tightened credit conditions. These include keeping lenders informed, managing liquidity and working with a credit arranger to negotiate and develop credit terms and documents.
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Put your money where your mouth is – Communicating effectively with M&A stakeholders
April / May 2008
Newsletter: Merger & Acquisition Focus
Price: $225.00, Subscriber Price: $157.50
Word count: 714
Abstract: Clearly communicating an M&A with employees, investors and other stakeholders can mean the difference between a good deal and no deal. Market perceptions play a critical role in how mergers progress, so both sellers and buyers need to develop a formal communications plan that will help relieve anxiety about impending changes and drum up internal and external support. The plan should cover the timing and form of communications, explaining the benefits of the transaction and responding to frequently asked questions. (Updated 7/31/12)
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Does your business measure up? Benchmarking financial performance
April / May 2008
Newsletter: Merger & Acquisition Focus
Price: $225.00, Subscriber Price: $157.50
Word count: 850
Abstract: Benchmarking — or comparing a company’s financials to those of industry peers and its own historical performance — can help business sellers determine value and achieve a fair sale price, and may give buyers insight into the future profitability of a potential acquisition. This article explains which data is most important to potential acquirers and how sellers can prepare it to give the clearest picture of the business. It also provides a list of benchmarking data sources.
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Improve your turnaround’s forecast for long-term success
April / May 2008
Newsletter: Merger & Acquisition Focus
Price: $225.00, Subscriber Price: $157.50
Word count: 724
Abstract: Companies struggling with poor cash flow, inadequate capital and weak leadership are particularly vulnerable to economic downturns and today’s global business challenges. To turn an unprofitable company around, new owners must have a plan and be ready to implement it as soon as the ink on the deal is dry. As this article discusses, a buyer’s plan should include divestiture of unprofitable segments, a long-term cash management plan and a review of accounting and reporting systems. It also suggests ways for sellers of troubled businesses to prepare for buyer scrutiny.