Commercial due diligence :: the key to understanding value in an acquisition /
Annotation
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Elektronisch E-Book |
| Sprache: | English |
| Veröffentlicht: |
Aldershot, Hants, England ; Burlington, VT :
Gower,
©2006.
|
| Schlagworte: | |
| Online-Zugang: | Volltext |
| Zusammenfassung: | Annotation |
| Beschreibung: | 1 online resource (xiv, 397 pages) : illustrations |
| Bibliographie: | Includes bibliographical references and index. |
| ISBN: | 9780754685586 0754685586 1317163818 9781317163817 1281098574 9781281098573 9786611098575 6611098577 |
Internformat
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| 100 | 1 | |a Howson, Peter, |d 1957- |1 https://id.oclc.org/worldcat/entity/E39PBJycMcMK3mgfmYj9X6FdwC |0 http://id.loc.gov/authorities/names/n2002106826 | |
| 245 | 1 | 0 | |a Commercial due diligence : |b the key to understanding value in an acquisition / |c Peter Howson. |
| 260 | |a Aldershot, Hants, England ; |a Burlington, VT : |b Gower, |c ©2006. | ||
| 300 | |a 1 online resource (xiv, 397 pages) : |b illustrations | ||
| 336 | |a text |b txt |2 rdacontent | ||
| 337 | |a computer |b c |2 rdamedia | ||
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| 347 | |a data file | ||
| 504 | |a Includes bibliographical references and index. | ||
| 588 | 0 | |a Print version record. | |
| 520 | 8 | |a Annotation |b Commercial Due Diligence is written by someone with over 25 years' experience of practical strategic analysis who nonetheless has a strong academic grounding. Here is a book that deals with the essentials of strategic analysis with the practitioner's eye. If you are in the business of formulating company strategy, and you want to see how to apply the theories and understand in practical terms what works, when, and what can go wrong, this is the book for you. | |
| 505 | 0 | |a Cover -- Contents -- List of Tables -- List of Figures -- Introduction -- PART I: THE BASICS -- 1 What's It All About? -- What is CDD? -- Market due diligence -- Why due diligence is badly done -- Using due diligence to reduce risk -- A definition of CDD -- Overlap with financial due diligence -- Applications of CDD -- Conclusion -- 2 Getting Started -- Is CDD needed? -- Where do we start? -- Who should carry out the work? -- Selecting CDD advisers -- Planning the work -- The CDD team -- Timetable -- Fees -- Good CDD practice -- Conclusion -- PART II: ANALYTICAL TECHNIQUES -- 3 Which Market is the Target In? -- The basics -- Differentiation and segmentation are two totally different things ... -- ... And strategic and operational segmentation are not the same things either -- Strategic segmentation -- Products and services that go into the market -- Market sizing -- Conclusion -- 4 Industry Attractiveness -- Do not forget your basic economics -- Analysing industry attractiveness -- Other ways of classifying industries -- Forecasting industry profitability -- Conclusion -- 5 Which Customers is the Target Serving? -- Operational marketing segmentation -- Demographic -- Psychographic -- Purchasing approach -- Situational factors and personal characteristics -- Conclusion -- 6 Ability to Compete -- The analysis of resources and capabilities -- Can competitive advantage be sustained? -- Brand strength -- Distribution channels -- The use of IT -- Ability to compete over the industry life cycle -- Conclusion -- 7 Competitor Analysis -- Some common myths -- What we want to find out -- Identifying the competitor's objectives -- Conclusion -- 8 The New Reality -- The beleaguered company -- Customer segmentation -- The target's approach -- The sales force -- Beyond satisfaction ratings -- Using the target's customer satisfaction measures. | |
| 505 | 8 | |a Contract-based businesses -- Conclusion -- 9 CDD in Special Situations -- New technologies -- Diversification -- Assessing new business models -- JVs and alliances -- Declining industries -- Recovery plays -- Conclusion -- 10 Assessing Management -- Objective -- Reporting -- Communication with management -- Culture -- Conclusion -- 11 Using the Output -- Always keep the bigger picture in mind -- Spreadsheet modelling -- Valuation -- The integration plan -- Conclusion -- PART III: COLLECTING AND PRESENTING THE DATA -- 12 Structuring and Planning -- Understanding the question -- Issue analysis -- Collecting the data -- Dealing with obstacles -- Other planning tips -- Conclusion -- 13 Interviewing -- Questionnaire design -- Tips for successful interviewing -- Competitor interviewing -- Other forms of interviewing -- Conclusion -- 14 Writing the Report -- Start by putting the report in context -- Keep the structure logical -- Give the answer via a logical hierarchy of issues -- Cover one issue at a time -- Group issues to make understanding easier -- Writing style -- Make sure individual contributions are consistent -- Produce an interim report -- Vendor CDD reports -- Conclusion -- Appendix A: Checklists -- Checklist 1: CDD briefing -- Checklist 2: A full CDD exercise -- Checklist 3: Marketing -- Checklist 4: Five Forces -- Checklist 5: Identifying resources and capabilities -- Checklist 6: Threats and opportunities -- Checklist 7: Determining KPCs -- Checklist 8: Commonly sought management competencies -- Checklist 9: Competency-based interviewing -- Checklist 10: Sample questions for competency-based interviews -- Checklist 11: Things that can go wrong on CDD projects -- Appendix B: Report Writing -- Words and phrases to be avoided in report writing -- Presenting numbers -- Style and report writing -- Index -- A -- B -- C -- D -- E -- F -- G -- H -- I. | |
| 505 | 8 | |a J -- K -- M -- N -- O -- P -- Q -- R -- S -- T -- U -- V -- W. | |
| 546 | |a English. | ||
| 650 | 0 | |a Consolidation and merger of corporations |x Management. | |
| 650 | 0 | |a Business intelligence. |0 http://id.loc.gov/authorities/subjects/sh85018300 | |
| 650 | 6 | |a Entreprises |x Fusion |x Gestion. | |
| 650 | 6 | |a Veille économique. | |
| 650 | 7 | |a BUSINESS & ECONOMICS |x Mergers & Acquisitions. |2 bisacsh | |
| 650 | 7 | |a Business intelligence |2 fast | |
| 650 | 7 | |a Consolidation and merger of corporations |x Management |2 fast | |
| 650 | 1 | 7 | |a Fusies. |2 gtt |
| 650 | 1 | 7 | |a Kennismanagement. |2 gtt |
| 758 | |i has work: |a Commercial due diligence (Text) |1 https://id.oclc.org/worldcat/entity/E39PCGpH66kydFJP8y4pM7qcGd |4 https://id.oclc.org/worldcat/ontology/hasWork | ||
| 776 | 0 | 8 | |i Print version: |a Howson, Peter, 1957- |t Commercial due diligence. |d Aldershot, Hants, England ; Burlington, VT : Gower, ©2006 |w (DLC) 2005934407 |
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Datensatz im Suchindex
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|---|---|
| _version_ | 1816881694849892352 |
| adam_text | |
| any_adam_object | |
| author | Howson, Peter, 1957- |
| author_GND | http://id.loc.gov/authorities/names/n2002106826 |
| author_facet | Howson, Peter, 1957- |
| author_role | |
| author_sort | Howson, Peter, 1957- |
| author_variant | p h ph |
| building | Verbundindex |
| bvnumber | localFWS |
| callnumber-first | H - Social Science |
| callnumber-label | HD2746 |
| callnumber-raw | HD2746.5 .H7 2006eb |
| callnumber-search | HD2746.5 .H7 2006eb |
| callnumber-sort | HD 42746.5 H7 42006EB |
| callnumber-subject | HD - Industries, Land Use, Labor |
| collection | ZDB-4-EBA |
| contents | Cover -- Contents -- List of Tables -- List of Figures -- Introduction -- PART I: THE BASICS -- 1 What's It All About? -- What is CDD? -- Market due diligence -- Why due diligence is badly done -- Using due diligence to reduce risk -- A definition of CDD -- Overlap with financial due diligence -- Applications of CDD -- Conclusion -- 2 Getting Started -- Is CDD needed? -- Where do we start? -- Who should carry out the work? -- Selecting CDD advisers -- Planning the work -- The CDD team -- Timetable -- Fees -- Good CDD practice -- Conclusion -- PART II: ANALYTICAL TECHNIQUES -- 3 Which Market is the Target In? -- The basics -- Differentiation and segmentation are two totally different things ... -- ... And strategic and operational segmentation are not the same things either -- Strategic segmentation -- Products and services that go into the market -- Market sizing -- Conclusion -- 4 Industry Attractiveness -- Do not forget your basic economics -- Analysing industry attractiveness -- Other ways of classifying industries -- Forecasting industry profitability -- Conclusion -- 5 Which Customers is the Target Serving? -- Operational marketing segmentation -- Demographic -- Psychographic -- Purchasing approach -- Situational factors and personal characteristics -- Conclusion -- 6 Ability to Compete -- The analysis of resources and capabilities -- Can competitive advantage be sustained? -- Brand strength -- Distribution channels -- The use of IT -- Ability to compete over the industry life cycle -- Conclusion -- 7 Competitor Analysis -- Some common myths -- What we want to find out -- Identifying the competitor's objectives -- Conclusion -- 8 The New Reality -- The beleaguered company -- Customer segmentation -- The target's approach -- The sales force -- Beyond satisfaction ratings -- Using the target's customer satisfaction measures. Contract-based businesses -- Conclusion -- 9 CDD in Special Situations -- New technologies -- Diversification -- Assessing new business models -- JVs and alliances -- Declining industries -- Recovery plays -- Conclusion -- 10 Assessing Management -- Objective -- Reporting -- Communication with management -- Culture -- Conclusion -- 11 Using the Output -- Always keep the bigger picture in mind -- Spreadsheet modelling -- Valuation -- The integration plan -- Conclusion -- PART III: COLLECTING AND PRESENTING THE DATA -- 12 Structuring and Planning -- Understanding the question -- Issue analysis -- Collecting the data -- Dealing with obstacles -- Other planning tips -- Conclusion -- 13 Interviewing -- Questionnaire design -- Tips for successful interviewing -- Competitor interviewing -- Other forms of interviewing -- Conclusion -- 14 Writing the Report -- Start by putting the report in context -- Keep the structure logical -- Give the answer via a logical hierarchy of issues -- Cover one issue at a time -- Group issues to make understanding easier -- Writing style -- Make sure individual contributions are consistent -- Produce an interim report -- Vendor CDD reports -- Conclusion -- Appendix A: Checklists -- Checklist 1: CDD briefing -- Checklist 2: A full CDD exercise -- Checklist 3: Marketing -- Checklist 4: Five Forces -- Checklist 5: Identifying resources and capabilities -- Checklist 6: Threats and opportunities -- Checklist 7: Determining KPCs -- Checklist 8: Commonly sought management competencies -- Checklist 9: Competency-based interviewing -- Checklist 10: Sample questions for competency-based interviews -- Checklist 11: Things that can go wrong on CDD projects -- Appendix B: Report Writing -- Words and phrases to be avoided in report writing -- Presenting numbers -- Style and report writing -- Index -- A -- B -- C -- D -- E -- F -- G -- H -- I. J -- K -- M -- N -- O -- P -- Q -- R -- S -- T -- U -- V -- W. |
| ctrlnum | (OCoLC)427507103 |
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| dewey-ones | 658 - General management |
| dewey-raw | 658.1/62 |
| dewey-search | 658.1/62 |
| dewey-sort | 3658.1 262 |
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| discipline | Wirtschaftswissenschaften |
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Here is a book that deals with the essentials of strategic analysis with the practitioner's eye. If you are in the business of formulating company strategy, and you want to see how to apply the theories and understand in practical terms what works, when, and what can go wrong, this is the book for you.</subfield></datafield><datafield tag="505" ind1="0" ind2=" "><subfield code="a">Cover -- Contents -- List of Tables -- List of Figures -- Introduction -- PART I: THE BASICS -- 1 What's It All About? -- What is CDD? -- Market due diligence -- Why due diligence is badly done -- Using due diligence to reduce risk -- A definition of CDD -- Overlap with financial due diligence -- Applications of CDD -- Conclusion -- 2 Getting Started -- Is CDD needed? -- Where do we start? -- Who should carry out the work? -- Selecting CDD advisers -- Planning the work -- The CDD team -- Timetable -- Fees -- Good CDD practice -- Conclusion -- PART II: ANALYTICAL TECHNIQUES -- 3 Which Market is the Target In? -- The basics -- Differentiation and segmentation are two totally different things ... -- ... And strategic and operational segmentation are not the same things either -- Strategic segmentation -- Products and services that go into the market -- Market sizing -- Conclusion -- 4 Industry Attractiveness -- Do not forget your basic economics -- Analysing industry attractiveness -- Other ways of classifying industries -- Forecasting industry profitability -- Conclusion -- 5 Which Customers is the Target Serving? -- Operational marketing segmentation -- Demographic -- Psychographic -- Purchasing approach -- Situational factors and personal characteristics -- Conclusion -- 6 Ability to Compete -- The analysis of resources and capabilities -- Can competitive advantage be sustained? -- Brand strength -- Distribution channels -- The use of IT -- Ability to compete over the industry life cycle -- Conclusion -- 7 Competitor Analysis -- Some common myths -- What we want to find out -- Identifying the competitor's objectives -- Conclusion -- 8 The New Reality -- The beleaguered company -- Customer segmentation -- The target's approach -- The sales force -- Beyond satisfaction ratings -- Using the target's customer satisfaction measures.</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">Contract-based businesses -- Conclusion -- 9 CDD in Special Situations -- New technologies -- Diversification -- Assessing new business models -- JVs and alliances -- Declining industries -- Recovery plays -- Conclusion -- 10 Assessing Management -- Objective -- Reporting -- Communication with management -- Culture -- Conclusion -- 11 Using the Output -- Always keep the bigger picture in mind -- Spreadsheet modelling -- Valuation -- The integration plan -- Conclusion -- PART III: COLLECTING AND PRESENTING THE DATA -- 12 Structuring and Planning -- Understanding the question -- Issue analysis -- Collecting the data -- Dealing with obstacles -- Other planning tips -- Conclusion -- 13 Interviewing -- Questionnaire design -- Tips for successful interviewing -- Competitor interviewing -- Other forms of interviewing -- Conclusion -- 14 Writing the Report -- Start by putting the report in context -- Keep the structure logical -- Give the answer via a logical hierarchy of issues -- Cover one issue at a time -- Group issues to make understanding easier -- Writing style -- Make sure individual contributions are consistent -- Produce an interim report -- Vendor CDD reports -- Conclusion -- Appendix A: Checklists -- Checklist 1: CDD briefing -- Checklist 2: A full CDD exercise -- Checklist 3: Marketing -- Checklist 4: Five Forces -- Checklist 5: Identifying resources and capabilities -- Checklist 6: Threats and opportunities -- Checklist 7: Determining KPCs -- Checklist 8: Commonly sought management competencies -- Checklist 9: Competency-based interviewing -- Checklist 10: Sample questions for competency-based interviews -- Checklist 11: Things that can go wrong on CDD projects -- Appendix B: Report Writing -- Words and phrases to be avoided in 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| id | ZDB-4-EBA-ocn427507103 |
| illustrated | Illustrated |
| indexdate | 2024-11-27T13:16:48Z |
| institution | BVB |
| isbn | 9780754685586 0754685586 1317163818 9781317163817 1281098574 9781281098573 9786611098575 6611098577 |
| language | English |
| oclc_num | 427507103 |
| open_access_boolean | |
| owner | MAIN DE-863 DE-BY-FWS |
| owner_facet | MAIN DE-863 DE-BY-FWS |
| physical | 1 online resource (xiv, 397 pages) : illustrations |
| psigel | ZDB-4-EBA |
| publishDate | 2006 |
| publishDateSearch | 2006 |
| publishDateSort | 2006 |
| publisher | Gower, |
| record_format | marc |
| spelling | Howson, Peter, 1957- https://id.oclc.org/worldcat/entity/E39PBJycMcMK3mgfmYj9X6FdwC http://id.loc.gov/authorities/names/n2002106826 Commercial due diligence : the key to understanding value in an acquisition / Peter Howson. Aldershot, Hants, England ; Burlington, VT : Gower, ©2006. 1 online resource (xiv, 397 pages) : illustrations text txt rdacontent computer c rdamedia online resource cr rdacarrier polychrome. rdacc http://rdaregistry.info/termList/RDAColourContent/1003 data file Includes bibliographical references and index. Print version record. Annotation Commercial Due Diligence is written by someone with over 25 years' experience of practical strategic analysis who nonetheless has a strong academic grounding. Here is a book that deals with the essentials of strategic analysis with the practitioner's eye. If you are in the business of formulating company strategy, and you want to see how to apply the theories and understand in practical terms what works, when, and what can go wrong, this is the book for you. Cover -- Contents -- List of Tables -- List of Figures -- Introduction -- PART I: THE BASICS -- 1 What's It All About? -- What is CDD? -- Market due diligence -- Why due diligence is badly done -- Using due diligence to reduce risk -- A definition of CDD -- Overlap with financial due diligence -- Applications of CDD -- Conclusion -- 2 Getting Started -- Is CDD needed? -- Where do we start? -- Who should carry out the work? -- Selecting CDD advisers -- Planning the work -- The CDD team -- Timetable -- Fees -- Good CDD practice -- Conclusion -- PART II: ANALYTICAL TECHNIQUES -- 3 Which Market is the Target In? -- The basics -- Differentiation and segmentation are two totally different things ... -- ... And strategic and operational segmentation are not the same things either -- Strategic segmentation -- Products and services that go into the market -- Market sizing -- Conclusion -- 4 Industry Attractiveness -- Do not forget your basic economics -- Analysing industry attractiveness -- Other ways of classifying industries -- Forecasting industry profitability -- Conclusion -- 5 Which Customers is the Target Serving? -- Operational marketing segmentation -- Demographic -- Psychographic -- Purchasing approach -- Situational factors and personal characteristics -- Conclusion -- 6 Ability to Compete -- The analysis of resources and capabilities -- Can competitive advantage be sustained? -- Brand strength -- Distribution channels -- The use of IT -- Ability to compete over the industry life cycle -- Conclusion -- 7 Competitor Analysis -- Some common myths -- What we want to find out -- Identifying the competitor's objectives -- Conclusion -- 8 The New Reality -- The beleaguered company -- Customer segmentation -- The target's approach -- The sales force -- Beyond satisfaction ratings -- Using the target's customer satisfaction measures. Contract-based businesses -- Conclusion -- 9 CDD in Special Situations -- New technologies -- Diversification -- Assessing new business models -- JVs and alliances -- Declining industries -- Recovery plays -- Conclusion -- 10 Assessing Management -- Objective -- Reporting -- Communication with management -- Culture -- Conclusion -- 11 Using the Output -- Always keep the bigger picture in mind -- Spreadsheet modelling -- Valuation -- The integration plan -- Conclusion -- PART III: COLLECTING AND PRESENTING THE DATA -- 12 Structuring and Planning -- Understanding the question -- Issue analysis -- Collecting the data -- Dealing with obstacles -- Other planning tips -- Conclusion -- 13 Interviewing -- Questionnaire design -- Tips for successful interviewing -- Competitor interviewing -- Other forms of interviewing -- Conclusion -- 14 Writing the Report -- Start by putting the report in context -- Keep the structure logical -- Give the answer via a logical hierarchy of issues -- Cover one issue at a time -- Group issues to make understanding easier -- Writing style -- Make sure individual contributions are consistent -- Produce an interim report -- Vendor CDD reports -- Conclusion -- Appendix A: Checklists -- Checklist 1: CDD briefing -- Checklist 2: A full CDD exercise -- Checklist 3: Marketing -- Checklist 4: Five Forces -- Checklist 5: Identifying resources and capabilities -- Checklist 6: Threats and opportunities -- Checklist 7: Determining KPCs -- Checklist 8: Commonly sought management competencies -- Checklist 9: Competency-based interviewing -- Checklist 10: Sample questions for competency-based interviews -- Checklist 11: Things that can go wrong on CDD projects -- Appendix B: Report Writing -- Words and phrases to be avoided in report writing -- Presenting numbers -- Style and report writing -- Index -- A -- B -- C -- D -- E -- F -- G -- H -- I. J -- K -- M -- N -- O -- P -- Q -- R -- S -- T -- U -- V -- W. English. Consolidation and merger of corporations Management. Business intelligence. http://id.loc.gov/authorities/subjects/sh85018300 Entreprises Fusion Gestion. Veille économique. BUSINESS & ECONOMICS Mergers & Acquisitions. bisacsh Business intelligence fast Consolidation and merger of corporations Management fast Fusies. gtt Kennismanagement. gtt has work: Commercial due diligence (Text) https://id.oclc.org/worldcat/entity/E39PCGpH66kydFJP8y4pM7qcGd https://id.oclc.org/worldcat/ontology/hasWork Print version: Howson, Peter, 1957- Commercial due diligence. Aldershot, Hants, England ; Burlington, VT : Gower, ©2006 (DLC) 2005934407 FWS01 ZDB-4-EBA FWS_PDA_EBA https://search.ebscohost.com/login.aspx?direct=true&scope=site&db=nlebk&AN=269747 Volltext |
| spellingShingle | Howson, Peter, 1957- Commercial due diligence : the key to understanding value in an acquisition / Cover -- Contents -- List of Tables -- List of Figures -- Introduction -- PART I: THE BASICS -- 1 What's It All About? -- What is CDD? -- Market due diligence -- Why due diligence is badly done -- Using due diligence to reduce risk -- A definition of CDD -- Overlap with financial due diligence -- Applications of CDD -- Conclusion -- 2 Getting Started -- Is CDD needed? -- Where do we start? -- Who should carry out the work? -- Selecting CDD advisers -- Planning the work -- The CDD team -- Timetable -- Fees -- Good CDD practice -- Conclusion -- PART II: ANALYTICAL TECHNIQUES -- 3 Which Market is the Target In? -- The basics -- Differentiation and segmentation are two totally different things ... -- ... And strategic and operational segmentation are not the same things either -- Strategic segmentation -- Products and services that go into the market -- Market sizing -- Conclusion -- 4 Industry Attractiveness -- Do not forget your basic economics -- Analysing industry attractiveness -- Other ways of classifying industries -- Forecasting industry profitability -- Conclusion -- 5 Which Customers is the Target Serving? -- Operational marketing segmentation -- Demographic -- Psychographic -- Purchasing approach -- Situational factors and personal characteristics -- Conclusion -- 6 Ability to Compete -- The analysis of resources and capabilities -- Can competitive advantage be sustained? -- Brand strength -- Distribution channels -- The use of IT -- Ability to compete over the industry life cycle -- Conclusion -- 7 Competitor Analysis -- Some common myths -- What we want to find out -- Identifying the competitor's objectives -- Conclusion -- 8 The New Reality -- The beleaguered company -- Customer segmentation -- The target's approach -- The sales force -- Beyond satisfaction ratings -- Using the target's customer satisfaction measures. Contract-based businesses -- Conclusion -- 9 CDD in Special Situations -- New technologies -- Diversification -- Assessing new business models -- JVs and alliances -- Declining industries -- Recovery plays -- Conclusion -- 10 Assessing Management -- Objective -- Reporting -- Communication with management -- Culture -- Conclusion -- 11 Using the Output -- Always keep the bigger picture in mind -- Spreadsheet modelling -- Valuation -- The integration plan -- Conclusion -- PART III: COLLECTING AND PRESENTING THE DATA -- 12 Structuring and Planning -- Understanding the question -- Issue analysis -- Collecting the data -- Dealing with obstacles -- Other planning tips -- Conclusion -- 13 Interviewing -- Questionnaire design -- Tips for successful interviewing -- Competitor interviewing -- Other forms of interviewing -- Conclusion -- 14 Writing the Report -- Start by putting the report in context -- Keep the structure logical -- Give the answer via a logical hierarchy of issues -- Cover one issue at a time -- Group issues to make understanding easier -- Writing style -- Make sure individual contributions are consistent -- Produce an interim report -- Vendor CDD reports -- Conclusion -- Appendix A: Checklists -- Checklist 1: CDD briefing -- Checklist 2: A full CDD exercise -- Checklist 3: Marketing -- Checklist 4: Five Forces -- Checklist 5: Identifying resources and capabilities -- Checklist 6: Threats and opportunities -- Checklist 7: Determining KPCs -- Checklist 8: Commonly sought management competencies -- Checklist 9: Competency-based interviewing -- Checklist 10: Sample questions for competency-based interviews -- Checklist 11: Things that can go wrong on CDD projects -- Appendix B: Report Writing -- Words and phrases to be avoided in report writing -- Presenting numbers -- Style and report writing -- Index -- A -- B -- C -- D -- E -- F -- G -- H -- I. J -- K -- M -- N -- O -- P -- Q -- R -- S -- T -- U -- V -- W. Consolidation and merger of corporations Management. Business intelligence. http://id.loc.gov/authorities/subjects/sh85018300 Entreprises Fusion Gestion. Veille économique. BUSINESS & ECONOMICS Mergers & Acquisitions. bisacsh Business intelligence fast Consolidation and merger of corporations Management fast Fusies. gtt Kennismanagement. gtt |
| subject_GND | http://id.loc.gov/authorities/subjects/sh85018300 |
| title | Commercial due diligence : the key to understanding value in an acquisition / |
| title_auth | Commercial due diligence : the key to understanding value in an acquisition / |
| title_exact_search | Commercial due diligence : the key to understanding value in an acquisition / |
| title_full | Commercial due diligence : the key to understanding value in an acquisition / Peter Howson. |
| title_fullStr | Commercial due diligence : the key to understanding value in an acquisition / Peter Howson. |
| title_full_unstemmed | Commercial due diligence : the key to understanding value in an acquisition / Peter Howson. |
| title_short | Commercial due diligence : |
| title_sort | commercial due diligence the key to understanding value in an acquisition |
| title_sub | the key to understanding value in an acquisition / |
| topic | Consolidation and merger of corporations Management. Business intelligence. http://id.loc.gov/authorities/subjects/sh85018300 Entreprises Fusion Gestion. Veille économique. BUSINESS & ECONOMICS Mergers & Acquisitions. bisacsh Business intelligence fast Consolidation and merger of corporations Management fast Fusies. gtt Kennismanagement. gtt |
| topic_facet | Consolidation and merger of corporations Management. Business intelligence. Entreprises Fusion Gestion. Veille économique. BUSINESS & ECONOMICS Mergers & Acquisitions. Business intelligence Consolidation and merger of corporations Management Fusies. Kennismanagement. |
| url | https://search.ebscohost.com/login.aspx?direct=true&scope=site&db=nlebk&AN=269747 |
| work_keys_str_mv | AT howsonpeter commercialduediligencethekeytounderstandingvalueinanacquisition |