Making mergers and acquisitions work :: from strategy and target selection to post merger integration /
This book addresses the salient question of how to make mergers and acquisitions work using a five-step approach. It explores insights gained from Prysmian's acquisitions and other prominent M & A deals, and compares them to existing best practices.
Gespeichert in:
| Hauptverfasser: | , , |
|---|---|
| Format: | Elektronisch E-Book |
| Sprache: | English |
| Veröffentlicht: |
Bingley, UK :
Emerald Publishing Limited,
2018.
|
| Ausgabe: | First edition. |
| Schriftenreihe: | Directions in Development - Human Development.
|
| Schlagworte: | |
| Online-Zugang: | Volltext |
| Zusammenfassung: | This book addresses the salient question of how to make mergers and acquisitions work using a five-step approach. It explores insights gained from Prysmian's acquisitions and other prominent M & A deals, and compares them to existing best practices. |
| Beschreibung: | 1 online resource |
| Bibliographie: | Includes bibliographical references and index. |
| ISBN: | 9781787433496 1787433498 1787433501 9781787433502 |
Internformat
MARC
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| 245 | 1 | 0 | |a Making mergers and acquisitions work : |b from strategy and target selection to post merger integration / |c Markus Venzin, Matteo Vizzaccaro, Fabrizio Rutschmann. |
| 250 | |a First edition. | ||
| 264 | 1 | |a Bingley, UK : |b Emerald Publishing Limited, |c 2018. | |
| 300 | |a 1 online resource | ||
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| 338 | |a online resource |b cr |2 rdacarrier | ||
| 490 | 0 | |a Directions in Development - Human Development. | |
| 504 | |a Includes bibliographical references and index. | ||
| 588 | 0 | |a Online resource; title from PDF title page (EBSCO, viewed June 13, 2018). | |
| 505 | 0 | |a Front Cover; Making Mergers and Acquisitions Work; Copyright Page; Contents; A Definitive Guide to the Creation of Your Own M & A Playbook; 1 Introduction; Do We Need an M & A Playbook?; Do We Need a Dedicated M & A Team?; Which Stakeholders Have to Be Considered During an M & A Process?; What Are the Main Phases of M & A?; Notes; 2 Strategy; M & A Is a Means Not an End; Improve Target Company Performance through Business Portfolio Optimization; Consolidate to Remove Excess Capacity (Market Power); Accelerate Market Access for the Target's (or Buyer's) Products. | |
| 505 | 8 | |a Access Skills and Technologies Faster or at Lower CostPick Winners, Help Them Develop, Stop Them from Serving Competitors; Buy Cheap; Transformation; Financial M Executing M & A across National Borders Is Substantially More Complex; We Usually Develop Ideas for M & A Internally Instead of Being Driven by External Advisors; We Always Explore Strategic Alternatives before Rushing into M We Have a Method to Assess Opportunities for Divestment; Notes; 3 Target Selection; We Have a Method to Assess Strategic Fit; We Take Organizational Compatibility Seriously. | |
| 505 | 8 | |a We Consider Existing Business Partners First When Evaluating TargetsWe Maintain a Prospect Portfolio; We Manage Our Reputation as Acquirer; We Try to Understand the Seller's Implicit Goals and Emotions; 4 Due Diligence; We Recognize that Due Diligence Processes Reveal Information the Target Company Wants Us to Have; We Get a 360° Perspective of the Target to Mitigate Risks; We Have a Methodology to Understand Culture; We Have a Methodology to Understand the Organizational Structure and Processes; We Involve Future Managers in the Due Diligence Process. | |
| 505 | 8 | |a We Adapt Our Due Diligence Process When Going into Emerging MarketsNotes; 5 Negotiation and Deal Closing; We Distinguish between Market and Intrinsic Value; Valuation Is an Art Supported by Science; We Get an Agreement with Managers before Our Lawyers Takeover; We Make Sure the Acquirer Gets the Larger Share of Synergies; We Recognize that Emotions Come with a Price Tag; We Consider Payment Alternatives to Retrieve the Maximum Value; We Protect Our Firm from Contingencies; We Carefully Manage Timing and Speed of Acquisition; We Identify and Manage Potential Deal-Breakers Early. | |
| 505 | 8 | |a We Actively Manage Post-Closing RisksNotes; 6 Post-Merger Integration; We Know How to Create Advantage from Multinational Presence; Our Headquarters Have a Clear Task Profile; We Have Adequate Control Mechanisms to Align Interests between HQ and Subsidiaries; We Have a Methodology to Set the Right Level of Integration; We Recognize the Hard Truth of the Soft Side of Integration: That It Can Make or Break a Newly Merged Company; Cultural Integration Takes Longer, and Is More Complex than Anyone Expects; Successful Integration Takes Leadership with a High EQ. | |
| 520 | |a This book addresses the salient question of how to make mergers and acquisitions work using a five-step approach. It explores insights gained from Prysmian's acquisitions and other prominent M & A deals, and compares them to existing best practices. | ||
| 650 | 0 | |a Consolidation and merger of corporations. |0 http://id.loc.gov/authorities/subjects/sh85031293 | |
| 650 | 0 | |a Corporate reorganizations. |0 http://id.loc.gov/authorities/subjects/sh85032909 | |
| 650 | 0 | |a Strategic planning. |0 http://id.loc.gov/authorities/subjects/sh85128511 | |
| 650 | 6 | |a Entreprises |x Fusion. | |
| 650 | 6 | |a Entreprises |x Réorganisation. | |
| 650 | 6 | |a Planification stratégique. | |
| 650 | 7 | |a BUSINESS & ECONOMICS |x Industrial Management. |2 bisacsh | |
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| 650 | 7 | |a Corporate reorganizations |2 fast | |
| 650 | 7 | |a Strategic planning |2 fast | |
| 700 | 1 | |a Vizzaccaro, Matteo, |e author. | |
| 700 | 1 | |a Rutschmann, Fabrizio, |e author. | |
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| author | Venzin, Markus Vizzaccaro, Matteo Rutschmann, Fabrizio |
| author_GND | http://id.loc.gov/authorities/names/no2005060840 |
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| contents | Front Cover; Making Mergers and Acquisitions Work; Copyright Page; Contents; A Definitive Guide to the Creation of Your Own M & A Playbook; 1 Introduction; Do We Need an M & A Playbook?; Do We Need a Dedicated M & A Team?; Which Stakeholders Have to Be Considered During an M & A Process?; What Are the Main Phases of M & A?; Notes; 2 Strategy; M & A Is a Means Not an End; Improve Target Company Performance through Business Portfolio Optimization; Consolidate to Remove Excess Capacity (Market Power); Accelerate Market Access for the Target's (or Buyer's) Products. Access Skills and Technologies Faster or at Lower CostPick Winners, Help Them Develop, Stop Them from Serving Competitors; Buy Cheap; Transformation; Financial M Executing M & A across National Borders Is Substantially More Complex; We Usually Develop Ideas for M & A Internally Instead of Being Driven by External Advisors; We Always Explore Strategic Alternatives before Rushing into M We Have a Method to Assess Opportunities for Divestment; Notes; 3 Target Selection; We Have a Method to Assess Strategic Fit; We Take Organizational Compatibility Seriously. We Consider Existing Business Partners First When Evaluating TargetsWe Maintain a Prospect Portfolio; We Manage Our Reputation as Acquirer; We Try to Understand the Seller's Implicit Goals and Emotions; 4 Due Diligence; We Recognize that Due Diligence Processes Reveal Information the Target Company Wants Us to Have; We Get a 360° Perspective of the Target to Mitigate Risks; We Have a Methodology to Understand Culture; We Have a Methodology to Understand the Organizational Structure and Processes; We Involve Future Managers in the Due Diligence Process. We Adapt Our Due Diligence Process When Going into Emerging MarketsNotes; 5 Negotiation and Deal Closing; We Distinguish between Market and Intrinsic Value; Valuation Is an Art Supported by Science; We Get an Agreement with Managers before Our Lawyers Takeover; We Make Sure the Acquirer Gets the Larger Share of Synergies; We Recognize that Emotions Come with a Price Tag; We Consider Payment Alternatives to Retrieve the Maximum Value; We Protect Our Firm from Contingencies; We Carefully Manage Timing and Speed of Acquisition; We Identify and Manage Potential Deal-Breakers Early. We Actively Manage Post-Closing RisksNotes; 6 Post-Merger Integration; We Know How to Create Advantage from Multinational Presence; Our Headquarters Have a Clear Task Profile; We Have Adequate Control Mechanisms to Align Interests between HQ and Subsidiaries; We Have a Methodology to Set the Right Level of Integration; We Recognize the Hard Truth of the Soft Side of Integration: That It Can Make or Break a Newly Merged Company; Cultural Integration Takes Longer, and Is More Complex than Anyone Expects; Successful Integration Takes Leadership with a High EQ. |
| ctrlnum | (OCoLC)1039888020 |
| dewey-full | 658.162 |
| dewey-hundreds | 600 - Technology (Applied sciences) |
| dewey-ones | 658 - General management |
| dewey-raw | 658.162 |
| dewey-search | 658.162 |
| dewey-sort | 3658.162 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Wirtschaftswissenschaften |
| edition | First edition. |
| format | Electronic eBook |
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| publisher | Emerald Publishing Limited, |
| record_format | marc |
| series2 | Directions in Development - Human Development. |
| spelling | Venzin, Markus, author. https://id.oclc.org/worldcat/entity/E39PCjqygxrJjKMY4CJwrcHhRC http://id.loc.gov/authorities/names/no2005060840 Making mergers and acquisitions work : from strategy and target selection to post merger integration / Markus Venzin, Matteo Vizzaccaro, Fabrizio Rutschmann. First edition. Bingley, UK : Emerald Publishing Limited, 2018. 1 online resource text txt rdacontent computer c rdamedia online resource cr rdacarrier Directions in Development - Human Development. Includes bibliographical references and index. Online resource; title from PDF title page (EBSCO, viewed June 13, 2018). Front Cover; Making Mergers and Acquisitions Work; Copyright Page; Contents; A Definitive Guide to the Creation of Your Own M & A Playbook; 1 Introduction; Do We Need an M & A Playbook?; Do We Need a Dedicated M & A Team?; Which Stakeholders Have to Be Considered During an M & A Process?; What Are the Main Phases of M & A?; Notes; 2 Strategy; M & A Is a Means Not an End; Improve Target Company Performance through Business Portfolio Optimization; Consolidate to Remove Excess Capacity (Market Power); Accelerate Market Access for the Target's (or Buyer's) Products. Access Skills and Technologies Faster or at Lower CostPick Winners, Help Them Develop, Stop Them from Serving Competitors; Buy Cheap; Transformation; Financial M Executing M & A across National Borders Is Substantially More Complex; We Usually Develop Ideas for M & A Internally Instead of Being Driven by External Advisors; We Always Explore Strategic Alternatives before Rushing into M We Have a Method to Assess Opportunities for Divestment; Notes; 3 Target Selection; We Have a Method to Assess Strategic Fit; We Take Organizational Compatibility Seriously. We Consider Existing Business Partners First When Evaluating TargetsWe Maintain a Prospect Portfolio; We Manage Our Reputation as Acquirer; We Try to Understand the Seller's Implicit Goals and Emotions; 4 Due Diligence; We Recognize that Due Diligence Processes Reveal Information the Target Company Wants Us to Have; We Get a 360° Perspective of the Target to Mitigate Risks; We Have a Methodology to Understand Culture; We Have a Methodology to Understand the Organizational Structure and Processes; We Involve Future Managers in the Due Diligence Process. We Adapt Our Due Diligence Process When Going into Emerging MarketsNotes; 5 Negotiation and Deal Closing; We Distinguish between Market and Intrinsic Value; Valuation Is an Art Supported by Science; We Get an Agreement with Managers before Our Lawyers Takeover; We Make Sure the Acquirer Gets the Larger Share of Synergies; We Recognize that Emotions Come with a Price Tag; We Consider Payment Alternatives to Retrieve the Maximum Value; We Protect Our Firm from Contingencies; We Carefully Manage Timing and Speed of Acquisition; We Identify and Manage Potential Deal-Breakers Early. We Actively Manage Post-Closing RisksNotes; 6 Post-Merger Integration; We Know How to Create Advantage from Multinational Presence; Our Headquarters Have a Clear Task Profile; We Have Adequate Control Mechanisms to Align Interests between HQ and Subsidiaries; We Have a Methodology to Set the Right Level of Integration; We Recognize the Hard Truth of the Soft Side of Integration: That It Can Make or Break a Newly Merged Company; Cultural Integration Takes Longer, and Is More Complex than Anyone Expects; Successful Integration Takes Leadership with a High EQ. This book addresses the salient question of how to make mergers and acquisitions work using a five-step approach. It explores insights gained from Prysmian's acquisitions and other prominent M & A deals, and compares them to existing best practices. Consolidation and merger of corporations. http://id.loc.gov/authorities/subjects/sh85031293 Corporate reorganizations. http://id.loc.gov/authorities/subjects/sh85032909 Strategic planning. http://id.loc.gov/authorities/subjects/sh85128511 Entreprises Fusion. Entreprises Réorganisation. Planification stratégique. BUSINESS & ECONOMICS Industrial Management. bisacsh BUSINESS & ECONOMICS Management. bisacsh BUSINESS & ECONOMICS Management Science. bisacsh BUSINESS & ECONOMICS Organizational Behavior. bisacsh Consolidation and merger of corporations fast Corporate reorganizations fast Strategic planning fast Vizzaccaro, Matteo, author. Rutschmann, Fabrizio, author. has work: Making mergers and acquisitions work (Text) https://id.oclc.org/worldcat/entity/E39PCG7dQp8tkHwwMqKY7JbjYd https://id.oclc.org/worldcat/ontology/hasWork Ebook version : 9781787434547 FWS01 ZDB-4-EBU FWS_PDA_EBU https://search.ebscohost.com/login.aspx?direct=true&scope=site&db=nlebk&AN=1577431 Volltext |
| spellingShingle | Venzin, Markus Vizzaccaro, Matteo Rutschmann, Fabrizio Making mergers and acquisitions work : from strategy and target selection to post merger integration / Front Cover; Making Mergers and Acquisitions Work; Copyright Page; Contents; A Definitive Guide to the Creation of Your Own M & A Playbook; 1 Introduction; Do We Need an M & A Playbook?; Do We Need a Dedicated M & A Team?; Which Stakeholders Have to Be Considered During an M & A Process?; What Are the Main Phases of M & A?; Notes; 2 Strategy; M & A Is a Means Not an End; Improve Target Company Performance through Business Portfolio Optimization; Consolidate to Remove Excess Capacity (Market Power); Accelerate Market Access for the Target's (or Buyer's) Products. Access Skills and Technologies Faster or at Lower CostPick Winners, Help Them Develop, Stop Them from Serving Competitors; Buy Cheap; Transformation; Financial M Executing M & A across National Borders Is Substantially More Complex; We Usually Develop Ideas for M & A Internally Instead of Being Driven by External Advisors; We Always Explore Strategic Alternatives before Rushing into M We Have a Method to Assess Opportunities for Divestment; Notes; 3 Target Selection; We Have a Method to Assess Strategic Fit; We Take Organizational Compatibility Seriously. We Consider Existing Business Partners First When Evaluating TargetsWe Maintain a Prospect Portfolio; We Manage Our Reputation as Acquirer; We Try to Understand the Seller's Implicit Goals and Emotions; 4 Due Diligence; We Recognize that Due Diligence Processes Reveal Information the Target Company Wants Us to Have; We Get a 360° Perspective of the Target to Mitigate Risks; We Have a Methodology to Understand Culture; We Have a Methodology to Understand the Organizational Structure and Processes; We Involve Future Managers in the Due Diligence Process. We Adapt Our Due Diligence Process When Going into Emerging MarketsNotes; 5 Negotiation and Deal Closing; We Distinguish between Market and Intrinsic Value; Valuation Is an Art Supported by Science; We Get an Agreement with Managers before Our Lawyers Takeover; We Make Sure the Acquirer Gets the Larger Share of Synergies; We Recognize that Emotions Come with a Price Tag; We Consider Payment Alternatives to Retrieve the Maximum Value; We Protect Our Firm from Contingencies; We Carefully Manage Timing and Speed of Acquisition; We Identify and Manage Potential Deal-Breakers Early. We Actively Manage Post-Closing RisksNotes; 6 Post-Merger Integration; We Know How to Create Advantage from Multinational Presence; Our Headquarters Have a Clear Task Profile; We Have Adequate Control Mechanisms to Align Interests between HQ and Subsidiaries; We Have a Methodology to Set the Right Level of Integration; We Recognize the Hard Truth of the Soft Side of Integration: That It Can Make or Break a Newly Merged Company; Cultural Integration Takes Longer, and Is More Complex than Anyone Expects; Successful Integration Takes Leadership with a High EQ. Consolidation and merger of corporations. http://id.loc.gov/authorities/subjects/sh85031293 Corporate reorganizations. http://id.loc.gov/authorities/subjects/sh85032909 Strategic planning. http://id.loc.gov/authorities/subjects/sh85128511 Entreprises Fusion. Entreprises Réorganisation. Planification stratégique. BUSINESS & ECONOMICS Industrial Management. bisacsh BUSINESS & ECONOMICS Management. bisacsh BUSINESS & ECONOMICS Management Science. bisacsh BUSINESS & ECONOMICS Organizational Behavior. bisacsh Consolidation and merger of corporations fast Corporate reorganizations fast Strategic planning fast |
| subject_GND | http://id.loc.gov/authorities/subjects/sh85031293 http://id.loc.gov/authorities/subjects/sh85032909 http://id.loc.gov/authorities/subjects/sh85128511 |
| title | Making mergers and acquisitions work : from strategy and target selection to post merger integration / |
| title_auth | Making mergers and acquisitions work : from strategy and target selection to post merger integration / |
| title_exact_search | Making mergers and acquisitions work : from strategy and target selection to post merger integration / |
| title_full | Making mergers and acquisitions work : from strategy and target selection to post merger integration / Markus Venzin, Matteo Vizzaccaro, Fabrizio Rutschmann. |
| title_fullStr | Making mergers and acquisitions work : from strategy and target selection to post merger integration / Markus Venzin, Matteo Vizzaccaro, Fabrizio Rutschmann. |
| title_full_unstemmed | Making mergers and acquisitions work : from strategy and target selection to post merger integration / Markus Venzin, Matteo Vizzaccaro, Fabrizio Rutschmann. |
| title_short | Making mergers and acquisitions work : |
| title_sort | making mergers and acquisitions work from strategy and target selection to post merger integration |
| title_sub | from strategy and target selection to post merger integration / |
| topic | Consolidation and merger of corporations. http://id.loc.gov/authorities/subjects/sh85031293 Corporate reorganizations. http://id.loc.gov/authorities/subjects/sh85032909 Strategic planning. http://id.loc.gov/authorities/subjects/sh85128511 Entreprises Fusion. Entreprises Réorganisation. Planification stratégique. BUSINESS & ECONOMICS Industrial Management. bisacsh BUSINESS & ECONOMICS Management. bisacsh BUSINESS & ECONOMICS Management Science. bisacsh BUSINESS & ECONOMICS Organizational Behavior. bisacsh Consolidation and merger of corporations fast Corporate reorganizations fast Strategic planning fast |
| topic_facet | Consolidation and merger of corporations. Corporate reorganizations. Strategic planning. Entreprises Fusion. Entreprises Réorganisation. Planification stratégique. BUSINESS & ECONOMICS Industrial Management. BUSINESS & ECONOMICS Management. BUSINESS & ECONOMICS Management Science. BUSINESS & ECONOMICS Organizational Behavior. Consolidation and merger of corporations Corporate reorganizations Strategic planning |
| url | https://search.ebscohost.com/login.aspx?direct=true&scope=site&db=nlebk&AN=1577431 |
| work_keys_str_mv | AT venzinmarkus makingmergersandacquisitionsworkfromstrategyandtargetselectiontopostmergerintegration AT vizzaccaromatteo makingmergersandacquisitionsworkfromstrategyandtargetselectiontopostmergerintegration AT rutschmannfabrizio makingmergersandacquisitionsworkfromstrategyandtargetselectiontopostmergerintegration |