Masterminding the deal :: breakthroughs in M & A strategy and analysis /
Global M & A activity may have seemed to quieten in recent years, but a new megaboom is already underway - exemplified by Facebook's pursuit of Instagram in early 2012 for US1bn in cash and stock. But in an age where two-thirds of all merger deals can be said to fail (where deals fall short...
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| Main Author: | |
|---|---|
| Other Authors: | |
| Format: | Electronic eBook |
| Language: | English |
| Published: |
London :
Kogan Page Limited,
[2013]
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| Subjects: | |
| Online Access: | DE-862 DE-863 |
| Summary: | Global M & A activity may have seemed to quieten in recent years, but a new megaboom is already underway - exemplified by Facebook's pursuit of Instagram in early 2012 for US1bn in cash and stock. But in an age where two-thirds of all merger deals can be said to fail (where deals fall short of the minimum required financial returns to the acquiring company), how can future success be guaranteed? And what can acquirers, and their shareholders and advisers, do to improve the chances of success?Masterminding the Deal looks at performance in two critical areas - merger segmentation (the identificati. |
| Physical Description: | 1 online resource |
| Bibliography: | Includes bibliographical references and index. |
| ISBN: | 9780749469535 0749469536 |
Staff View
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| 520 | |a Global M & A activity may have seemed to quieten in recent years, but a new megaboom is already underway - exemplified by Facebook's pursuit of Instagram in early 2012 for US1bn in cash and stock. But in an age where two-thirds of all merger deals can be said to fail (where deals fall short of the minimum required financial returns to the acquiring company), how can future success be guaranteed? And what can acquirers, and their shareholders and advisers, do to improve the chances of success?Masterminding the Deal looks at performance in two critical areas - merger segmentation (the identificati. | ||
| 505 | 0 | |a List of figures and tables; About the authors; Foreword; Preface; Introduction; 01 The next merger boom is already here; 1.1 Business-merger waves: patterns, theories on causes, issues; 1.2 Four post-1980 business-merger waves, four phases; 1.3 The fourth (and final?) post-1980 wave is already underway; 1.4 Merger wave issue I: (T)APP-synergy divergence as the wave progresses; 1.5 Merger wave issue II: whipsaw-merger market entry and exit missteps; 02 Debunking the six merger fallacies that destroy value; 2.1 Myth 1; 2.2 Myth 2; 2.3 Myth 3; 2.4 Myth 4; 2.5 Myth 5; 2.6 Myth 6. | |
| 505 | 8 | |a 03 Criteria: First, get the merger valuation methodology right3.1 You can't manage what you can't measure especially when it comes to M & A; 3.2 Criteria-setters: preeminence of continuing shareholders of the acquiring firm; 3.3 Overview: four alternative merger valuation methods; 3.4 Event studies (ES): exceeding the limits of rational market theory; 3.5 Total shareholder return (TSR): most appropriate for round turn financial acquirers?; 3.6 Value gap (VG): do synergies offset the price premium necessary to acquire the target? | |
| 505 | 8 | |a 3.7 Incremental value effect (IVE): two-scenario DCF analysis, adapted to mergers3.8 Reconciling the tier I merger valuation methodologies; 3.9 Multiples: critical confirmation role in merger valuation; 04 Merger segmentation comes of age; 4.1 The case for segmentation by merger type: precedent; 4.2 Four categories, nine merger types: different deal types mean different M & A success; 4.3 Applying the nine merger type framework; 4.4 The path forward in merger segmentation: towards M-Score©; 05 Mergers still fail, but does it matter?; 5.1 More confirmation that historically, most mergers fail. | |
| 505 | 8 | |a 5.2 No effective refutation of MMF5.3 M & A's core contradiction, segmentation and stakeholders' different merger perspectives; 5.4 Moving forward: expanding upon Hayward's three causes of merger failure; 06 The merger megaboom's signature IPO: Facebook; 6.1 The straw that stirs the drink; 6.2 Social networking and the 2011-19 merger megaboom; 6.3 Direct and indirect merger market effects of social networking sector acquisitions, 2011+; 6.4 Vapor numbers: when is the social networking valuation?; 07 Towards systematic investigation and implementation of post-merger synergies. | |
| 505 | 8 | |a 7.1 Synergies: definitions, approaches, issues7.2 Net realizable synergies and merger success: value gap revisited; 7.3 A key category-based net realizable synergy investigatory framework; 7.4 Post-merger priorities explored; 7.5 Other PMI implementation issues: choosing the PMI implementation team; 08 The seven keys to merger success; 8.1 Merger success: the seven keys; 8.2 Some implementation considerations; Epilogue; Appendix A Acquisition purchase premium-related issues; Appendix B Debunking the extremeacquisition leverage fallacy; Bibliography; Further Reading; Acronyms and glossary. | |
| 650 | 0 | |a Consolidation and merger of corporations. |0 http://id.loc.gov/authorities/subjects/sh85031293 | |
| 650 | 0 | |a Corporations |x Valuation. |0 http://id.loc.gov/authorities/subjects/sh85032956 | |
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| contents | List of figures and tables; About the authors; Foreword; Preface; Introduction; 01 The next merger boom is already here; 1.1 Business-merger waves: patterns, theories on causes, issues; 1.2 Four post-1980 business-merger waves, four phases; 1.3 The fourth (and final?) post-1980 wave is already underway; 1.4 Merger wave issue I: (T)APP-synergy divergence as the wave progresses; 1.5 Merger wave issue II: whipsaw-merger market entry and exit missteps; 02 Debunking the six merger fallacies that destroy value; 2.1 Myth 1; 2.2 Myth 2; 2.3 Myth 3; 2.4 Myth 4; 2.5 Myth 5; 2.6 Myth 6. 03 Criteria: First, get the merger valuation methodology right3.1 You can't manage what you can't measure especially when it comes to M & A; 3.2 Criteria-setters: preeminence of continuing shareholders of the acquiring firm; 3.3 Overview: four alternative merger valuation methods; 3.4 Event studies (ES): exceeding the limits of rational market theory; 3.5 Total shareholder return (TSR): most appropriate for round turn financial acquirers?; 3.6 Value gap (VG): do synergies offset the price premium necessary to acquire the target? 3.7 Incremental value effect (IVE): two-scenario DCF analysis, adapted to mergers3.8 Reconciling the tier I merger valuation methodologies; 3.9 Multiples: critical confirmation role in merger valuation; 04 Merger segmentation comes of age; 4.1 The case for segmentation by merger type: precedent; 4.2 Four categories, nine merger types: different deal types mean different M & A success; 4.3 Applying the nine merger type framework; 4.4 The path forward in merger segmentation: towards M-Score©; 05 Mergers still fail, but does it matter?; 5.1 More confirmation that historically, most mergers fail. 5.2 No effective refutation of MMF5.3 M & A's core contradiction, segmentation and stakeholders' different merger perspectives; 5.4 Moving forward: expanding upon Hayward's three causes of merger failure; 06 The merger megaboom's signature IPO: Facebook; 6.1 The straw that stirs the drink; 6.2 Social networking and the 2011-19 merger megaboom; 6.3 Direct and indirect merger market effects of social networking sector acquisitions, 2011+; 6.4 Vapor numbers: when is the social networking valuation?; 07 Towards systematic investigation and implementation of post-merger synergies. 7.1 Synergies: definitions, approaches, issues7.2 Net realizable synergies and merger success: value gap revisited; 7.3 A key category-based net realizable synergy investigatory framework; 7.4 Post-merger priorities explored; 7.5 Other PMI implementation issues: choosing the PMI implementation team; 08 The seven keys to merger success; 8.1 Merger success: the seven keys; 8.2 Some implementation considerations; Epilogue; Appendix A Acquisition purchase premium-related issues; Appendix B Debunking the extremeacquisition leverage fallacy; Bibliography; Further Reading; Acronyms and glossary. |
| ctrlnum | (OCoLC)853455957 |
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| discipline | Wirtschaftswissenschaften |
| format | Electronic eBook |
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| indexdate | 2025-03-18T14:27:44Z |
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| spelling | Clark, Peter J., 1950- https://id.oclc.org/worldcat/entity/E39PCjK9pB9rD9MrKbMjYyymVC http://id.loc.gov/authorities/names/n90715523 Masterminding the deal : breakthroughs in M & A strategy and analysis / Peter Clark, Roger Mills. London : Kogan Page Limited, [2013] 1 online resource text txt rdacontent computer c rdamedia online resource cr rdacarrier Includes bibliographical references and index. Print version record. Global M & A activity may have seemed to quieten in recent years, but a new megaboom is already underway - exemplified by Facebook's pursuit of Instagram in early 2012 for US1bn in cash and stock. But in an age where two-thirds of all merger deals can be said to fail (where deals fall short of the minimum required financial returns to the acquiring company), how can future success be guaranteed? And what can acquirers, and their shareholders and advisers, do to improve the chances of success?Masterminding the Deal looks at performance in two critical areas - merger segmentation (the identificati. List of figures and tables; About the authors; Foreword; Preface; Introduction; 01 The next merger boom is already here; 1.1 Business-merger waves: patterns, theories on causes, issues; 1.2 Four post-1980 business-merger waves, four phases; 1.3 The fourth (and final?) post-1980 wave is already underway; 1.4 Merger wave issue I: (T)APP-synergy divergence as the wave progresses; 1.5 Merger wave issue II: whipsaw-merger market entry and exit missteps; 02 Debunking the six merger fallacies that destroy value; 2.1 Myth 1; 2.2 Myth 2; 2.3 Myth 3; 2.4 Myth 4; 2.5 Myth 5; 2.6 Myth 6. 03 Criteria: First, get the merger valuation methodology right3.1 You can't manage what you can't measure especially when it comes to M & A; 3.2 Criteria-setters: preeminence of continuing shareholders of the acquiring firm; 3.3 Overview: four alternative merger valuation methods; 3.4 Event studies (ES): exceeding the limits of rational market theory; 3.5 Total shareholder return (TSR): most appropriate for round turn financial acquirers?; 3.6 Value gap (VG): do synergies offset the price premium necessary to acquire the target? 3.7 Incremental value effect (IVE): two-scenario DCF analysis, adapted to mergers3.8 Reconciling the tier I merger valuation methodologies; 3.9 Multiples: critical confirmation role in merger valuation; 04 Merger segmentation comes of age; 4.1 The case for segmentation by merger type: precedent; 4.2 Four categories, nine merger types: different deal types mean different M & A success; 4.3 Applying the nine merger type framework; 4.4 The path forward in merger segmentation: towards M-Score©; 05 Mergers still fail, but does it matter?; 5.1 More confirmation that historically, most mergers fail. 5.2 No effective refutation of MMF5.3 M & A's core contradiction, segmentation and stakeholders' different merger perspectives; 5.4 Moving forward: expanding upon Hayward's three causes of merger failure; 06 The merger megaboom's signature IPO: Facebook; 6.1 The straw that stirs the drink; 6.2 Social networking and the 2011-19 merger megaboom; 6.3 Direct and indirect merger market effects of social networking sector acquisitions, 2011+; 6.4 Vapor numbers: when is the social networking valuation?; 07 Towards systematic investigation and implementation of post-merger synergies. 7.1 Synergies: definitions, approaches, issues7.2 Net realizable synergies and merger success: value gap revisited; 7.3 A key category-based net realizable synergy investigatory framework; 7.4 Post-merger priorities explored; 7.5 Other PMI implementation issues: choosing the PMI implementation team; 08 The seven keys to merger success; 8.1 Merger success: the seven keys; 8.2 Some implementation considerations; Epilogue; Appendix A Acquisition purchase premium-related issues; Appendix B Debunking the extremeacquisition leverage fallacy; Bibliography; Further Reading; Acronyms and glossary. Consolidation and merger of corporations. http://id.loc.gov/authorities/subjects/sh85031293 Corporations Valuation. http://id.loc.gov/authorities/subjects/sh85032956 Entreprises Fusion. Sociétés Évaluation. Finance & accounting. bicssc BUSINESS & ECONOMICS Mergers & Acquisitions. bisacsh Consolidation and merger of corporations fast Corporations Valuation fast Finance and accounting. thema Business and Management. ukslc Mills, R. W. (Roger W.), 1951- https://id.oclc.org/worldcat/entity/E39PCjx7WGDkhb46JVJQmgRKr3 http://id.loc.gov/authorities/names/n93118748 has work: Masterminding the deal (Text) https://id.oclc.org/worldcat/entity/E39PCGTvP73GKXqXq8MCd9MWrC https://id.oclc.org/worldcat/ontology/hasWork Print version: Clark, Peter J., 1950- Masterminding the deal. London : Kogan Page Limited, [2013] 9780749469528 (DLC) 2013011421 (OCoLC)834416799 |
| spellingShingle | Clark, Peter J., 1950- Masterminding the deal : breakthroughs in M & A strategy and analysis / List of figures and tables; About the authors; Foreword; Preface; Introduction; 01 The next merger boom is already here; 1.1 Business-merger waves: patterns, theories on causes, issues; 1.2 Four post-1980 business-merger waves, four phases; 1.3 The fourth (and final?) post-1980 wave is already underway; 1.4 Merger wave issue I: (T)APP-synergy divergence as the wave progresses; 1.5 Merger wave issue II: whipsaw-merger market entry and exit missteps; 02 Debunking the six merger fallacies that destroy value; 2.1 Myth 1; 2.2 Myth 2; 2.3 Myth 3; 2.4 Myth 4; 2.5 Myth 5; 2.6 Myth 6. 03 Criteria: First, get the merger valuation methodology right3.1 You can't manage what you can't measure especially when it comes to M & A; 3.2 Criteria-setters: preeminence of continuing shareholders of the acquiring firm; 3.3 Overview: four alternative merger valuation methods; 3.4 Event studies (ES): exceeding the limits of rational market theory; 3.5 Total shareholder return (TSR): most appropriate for round turn financial acquirers?; 3.6 Value gap (VG): do synergies offset the price premium necessary to acquire the target? 3.7 Incremental value effect (IVE): two-scenario DCF analysis, adapted to mergers3.8 Reconciling the tier I merger valuation methodologies; 3.9 Multiples: critical confirmation role in merger valuation; 04 Merger segmentation comes of age; 4.1 The case for segmentation by merger type: precedent; 4.2 Four categories, nine merger types: different deal types mean different M & A success; 4.3 Applying the nine merger type framework; 4.4 The path forward in merger segmentation: towards M-Score©; 05 Mergers still fail, but does it matter?; 5.1 More confirmation that historically, most mergers fail. 5.2 No effective refutation of MMF5.3 M & A's core contradiction, segmentation and stakeholders' different merger perspectives; 5.4 Moving forward: expanding upon Hayward's three causes of merger failure; 06 The merger megaboom's signature IPO: Facebook; 6.1 The straw that stirs the drink; 6.2 Social networking and the 2011-19 merger megaboom; 6.3 Direct and indirect merger market effects of social networking sector acquisitions, 2011+; 6.4 Vapor numbers: when is the social networking valuation?; 07 Towards systematic investigation and implementation of post-merger synergies. 7.1 Synergies: definitions, approaches, issues7.2 Net realizable synergies and merger success: value gap revisited; 7.3 A key category-based net realizable synergy investigatory framework; 7.4 Post-merger priorities explored; 7.5 Other PMI implementation issues: choosing the PMI implementation team; 08 The seven keys to merger success; 8.1 Merger success: the seven keys; 8.2 Some implementation considerations; Epilogue; Appendix A Acquisition purchase premium-related issues; Appendix B Debunking the extremeacquisition leverage fallacy; Bibliography; Further Reading; Acronyms and glossary. Consolidation and merger of corporations. http://id.loc.gov/authorities/subjects/sh85031293 Corporations Valuation. http://id.loc.gov/authorities/subjects/sh85032956 Entreprises Fusion. Sociétés Évaluation. Finance & accounting. bicssc BUSINESS & ECONOMICS Mergers & Acquisitions. bisacsh Consolidation and merger of corporations fast Corporations Valuation fast Finance and accounting. thema Business and Management. ukslc |
| subject_GND | http://id.loc.gov/authorities/subjects/sh85031293 http://id.loc.gov/authorities/subjects/sh85032956 |
| title | Masterminding the deal : breakthroughs in M & A strategy and analysis / |
| title_auth | Masterminding the deal : breakthroughs in M & A strategy and analysis / |
| title_exact_search | Masterminding the deal : breakthroughs in M & A strategy and analysis / |
| title_full | Masterminding the deal : breakthroughs in M & A strategy and analysis / Peter Clark, Roger Mills. |
| title_fullStr | Masterminding the deal : breakthroughs in M & A strategy and analysis / Peter Clark, Roger Mills. |
| title_full_unstemmed | Masterminding the deal : breakthroughs in M & A strategy and analysis / Peter Clark, Roger Mills. |
| title_short | Masterminding the deal : |
| title_sort | masterminding the deal breakthroughs in m a strategy and analysis |
| title_sub | breakthroughs in M & A strategy and analysis / |
| topic | Consolidation and merger of corporations. http://id.loc.gov/authorities/subjects/sh85031293 Corporations Valuation. http://id.loc.gov/authorities/subjects/sh85032956 Entreprises Fusion. Sociétés Évaluation. Finance & accounting. bicssc BUSINESS & ECONOMICS Mergers & Acquisitions. bisacsh Consolidation and merger of corporations fast Corporations Valuation fast Finance and accounting. thema Business and Management. ukslc |
| topic_facet | Consolidation and merger of corporations. Corporations Valuation. Entreprises Fusion. Sociétés Évaluation. Finance & accounting. BUSINESS & ECONOMICS Mergers & Acquisitions. Consolidation and merger of corporations Corporations Valuation Finance and accounting. Business and Management. |
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