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Do the Right Deal, Do the Deal Right: 35 Success Factors for Mergers and Acquisitions ebook

by B. Barry Massoudi


Doing the deal right, in a similar way, requires a clear business case and an ongoing due diligence that starts at the beginning of the M&A process and is powered through the use of information technology. Doing it right depends first and foremost on senior leadership, and on detailed planning by gaining early insight into the integration phase challenges.

The remainder of the book then covers the key concepts in the mergers and acquisitions process and the major success factors .

The remainder of the book then covers the key concepts in the mergers and acquisitions process and the major success factors associated with them.

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Bahram Barry Massoudi, American management consultant. Chairman Arts Commission, Mercer Island, Washington, 2004-2006; commissioner City of Mercer Island, since 2006. Principal Gemini Consulting, Morristown, New Jersey, 1992-1999. Founder, managing partner Cubicon LLC, Seattle, 1999-2007. Senior manager, strategic translations Bearing Point Management and Technology Consultant, since 2007.

This study attempts to examine the role played by culture and provide a framework for enhancing the success of mergers and acquisitions.

Do the right deal, do the deal right: 35 success factors for mergers and acquisitions. Seattle, WA: Continental Publishers. This study attempts to examine the role played by culture and provide a framework for enhancing the success of mergers and acquisitions. pproach – This study is based on 32 interviews with senior managers of 16 merger and acquisition deals in the chemical industry. Findings – The study finds that culture differences between the merging firms are a key element affecting effectiveness of the integration process and consequently the success of M&As.

Do the Right Deal, Do the Deal Right: 35 Success Factors for Mergers. She specializes in corporate finance, valuation, mergers, and acquisitions

Do the Right Deal, Do the Deal Right: 35 Success Factors for Mergers. Все результаты Поиска книг Google Об авторе (2002). KENNETH R. FERRIS is Distinguished Professor of World Business at Thunderbird, The American Graduate School of International Management. She specializes in corporate finance, valuation, mergers, and acquisitions. Prior to joining Thunderbird, she spent two years with Financial Services Management Development Limited as a consultant, and worked for several banks and companies in London and abroad. in Finance from the University of Grenoble, France. Charles Geisst is the author of thirteen books, including The Last Partnerships: Inside the Great Wall Street Money Dynasties (McGraw Hill, 2001), Monopolies in America: Empire Builders and Their Enemies from Jay Gould to Bill Gates (Oxford University Press, 2000), 100 Years of Wall Street (an illustrated history, McGraw-Hill, 1999), and Wall Street: A History (Oxford. University Press, 1997).

Do the right deal do the deal right : 35 success factors for Mergers & Acquisitions, B. Barry Massoudi. Seattle : Continental publ. xv, 225 p. : tab. ; 24 c. .UDC: 33. 58 + 00. 91. Subjects: - ფირმების შერწყმა; კორპორაციათა შერწყმა; A 33. 58/M-38 - English and Anglo-American Literature Reading Hall.

Pre-transaction success factors. 1. The right partner. Abortive attempts at mergers and acquisitions can cost companies lots of time and money

Pre-transaction success factors. Step one is choosing a suitable partner: The wrong choice of partner can lead to difficult negotiations and loss of information, and occasionally to nothing happening at all. 2. Trust between the parties. Denying the other party the chance to form a clear view of the acquisition can leave them confused. 5. Communication before the execution of the merger or acquisition. Abortive attempts at mergers and acquisitions can cost companies lots of time and money. In a worst- case scenario, business-sensitive information is exchanged, which puts the company at risk.

Following is quoted from inside flap of the book: Are Mergers and Acquisitions a way to promote growth or an act of greed? The answer may depend on whom you talk to, or how you frame the discussion. More likely, it will depend on the specific deal at hand. What remains undeniable, though, is that we live in a business age that increasingly turns to M&As as a way to solve various problems both for the consumer and for the owner. M&As represent the most viable option at times for a business looking to grow and flourish, but this is not to say that M&As are without very certain risks. There are, of course, numerous accounts of M&As that have failed to live up to their expectations. The costs of such failures are lower profitability, lower credit rating, long-term stagnation, or even bankruptcy for the acquirer. Circumstances beyond the control of management, such as the timing of macroeconomic fluctuations and global events, can impact the outcome of the deal. For all of the above reasons, one must therefore be attuned to the fine points of any M&A, just as one should be aware of all of the complexities that have become associated with conducting M&As in our current and future business climates. Despite all of the various complexities involved in such a discussion, the core point of Do the Right Deal / Do the Deal Right is that mergers and acquisitions involve an intense effort and that they require committed leadership that is focused on the disciplined pursuit of specific fundamentals. Although M&A deal success is certainly never a guarantee, a deal maker can substantially improve the probability of success by adhering to the 35 M&A success factors that are outlined in this book. Each of these success factors are addressed in detail, and together, they present a solid course of action for pursuing M&A deals. Doing the right deal, then, entails an understanding of the industry’s current and future dynamics. It involves aspiring toward securing a stronger position for the firm in the face of a changing industry environment. Using clear criteria, the acquirer that is seeking the right deal makes value added decisions to capture a good opportunity while abandoning any deals that would be a poor fit. All aspects of the target’s business—operational, financial, cultural, environmental—are included in an assessment of the target’s value. In the right deal, shareholder wealth is enhanced because the acquisition price is in line with its strategic value to the acquirer. Doing the deal right, in a similar way, requires a clear business case and an ongoing due diligence that starts at the beginning of the M&A process and is powered through the use of information technology. Doing it right depends first and foremost on senior leadership, and on detailed planning by gaining early insight into the integration phase challenges. Doing the right deal likewise involves a fast tempo during integration through strong program management and the timely realization of synergy benefits. With the above aspects taken together, Do the Right Deal / Do the Deal Right explores M&A success factors from a management perspective built upon years of experience working on mergers and acquisitions and extensive research. The book is an essential resource for deal makers as well as for managers and employees of businesses undergoing an M&A deal, or for those simply interested in learning more about M&A deal making to prepare better for future possibilities. Comprehensive, clear, and smart, Do the Right Deal / Do the Deal Right is a valuable addition to the field of business studies.
Do the Right Deal, Do the Deal Right: 35 Success Factors for Mergers and Acquisitions ebook
Author:
B. Barry Massoudi
Category:
Management & Leadership
Subcat:
EPUB size:
1227 kb
FB2 size:
1646 kb
DJVU size:
1676 kb
Language:
Publisher:
Continental Publishers LLC; 1st US - 1st Printing edition (February 10, 2006)
Pages:
237 pages
Rating:
4.3
Other formats:
rtf doc txt lit
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