Mastering the Merger: Four Critical Decisions That Make or Break the DealHarvard Business Press, 04.11.2004 - 224 Seiten Today's corporate deal makers face a conundrum: Though 70% of major acquisitions fail, it's nearly impossible to build a world-class company without doing deals. In Mastering the Merger, David Harding and Sam Rovit argue that a laserlike focus on just four key imperatives--before executives finalize the deal--can dramatically improve the odds of M&A success. Based on more than 30 years of in-the-trenches work on thousands of deals across a range of industries--and supplemented by extensive Bain & Co. research--Harding and Rovit reveal that the best M&A performers channel their efforts into (1) targeting deals that advance the core business; (2) determining which deals to close and when to walk away; (3) identifying where to integrate--and where not to; and (4) developing contingency plans for when deals inevitably stray. Top deal makers also favor a succession of smaller deals over complex "megamergers"--and essentially institutionalize a success formula over time. Helping executives zero in on what matters most in the complex world of M&A, Mastering the Merger offers a blueprint for the decisions and strategies that will beat the odds. |
Inhalt
| 1 | |
How Should You Pick Your Targets? | 35 |
Which Deals Should You Close? | 59 |
Where Do You Really Need to Integrate? | 93 |
What Should You Do When the Deal Goes Off Track? | 125 |
Organizing for Decision Discipline | 157 |
The Empirical Evidence | 179 |
Notes | 193 |
Bibliography | 203 |
Acknowledgments | 213 |
| 215 | |
About the Authors | 219 |
About the Contributors | 221 |
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Mastering the Merger: Four Critical Decisions that Make Or Break the Deal David Harding,Sam Rovit Keine Leseprobe verfügbar - 2004 |
Häufige Begriffe und Wortgruppen
acquired company announced asset Bain & Company Bain Capital base business basis of competition Bassi best acquirers billion brand Bridgepoint business unit buyers capital Carlos Gutierrez cash flow chapter Cintas Cinven Citigroup Clear Channel company's competitors core business corporate cost cultural integration cultural issues customers David Harding deal closed deal makers deal team deal's decisions discipline due diligence earnings employees example excess return executives focus focused FruitCo Galli Global growth Gutierrez Harvard Business School industry investment thesis investors involved Keebler Kellogg Lawton leaders look management team merged Mergers and Acquisitions Morgan Stanley ness Nestlé Newell Newell Rubbermaid Newell's operations outperformed pany percent portfolio postdeal postmerger potential private equity private equity firms proactive problems profit revenue Rubbermaid share Smurfit snacks strategy successful acquirers synergies target company telephone interview tion track transaction Trustey Washington Mutual
Beliebte Passagen
Seite xvi - And based on these multiple inputs and analyses, we are convinced that there is a right way and a wrong way to go about managing the deal-making process.