Articles

What 2018 UK Takeover Activities Signal for Pre- and Post-Close Integration At a recent Breakfast Briefing hosted by Norton Rose Fulbright outlining 2018 UK M&A trends, certain themes discussed are common staples in M&A—private equity engagement, stakeholder activism, consolidation, etc. One trend that is not new,...

Distressed businesses have usually bagged all the low-hanging fruit in their previous attempts to save their business. This leaves the hard work to the acquirer. Picking up the pieces may be easy; getting them back into a working state is a challenge. That’s why they're cheap.  Unless the value centres around untapped capabilities only you can exploit, the safer guide is that the lower the deal price on offer, the harder it may be, ultimately, to deliver results with the acquisition. This is the final part of our three-part series

[caption id="attachment_263" align="alignleft" width="150"]Distressed M&A Part 2[/caption] Distressed businesses have usually bagged all the low-hanging fruit in their previous attempts to save their business. This leaves the hard work to the acquirer. Picking up the pieces may be easy; getting them back into a working state is a challenge. That’s why they're cheap.  Unless the value centres around untapped capabilities only you can exploit, the safer guide is that the lower the deal price on offer, the harder it may be, ultimately, to deliver results with the acquisition. This series of articles (this is part two of three) examines the world of distressed M&A.

[caption id="attachment_263" align="alignleft" width="150"]Distressed M&A Part 1[/caption] Distressed businesses have usually bagged all the low-hanging fruit in their previous attempts to save their business. This leaves the hard work to the acquirer. Picking up the pieces may be easy; getting them back into a working state is a challenge. That’s why they're cheap.  Unless the value centres around untapped capabilities only you can exploit, the safer guide is that the lower the deal price on offer, the harder it may be, ultimately, to deliver results with the acquisition. This series of articles (3 parts) examines the world of distressed M&A.

[caption id="attachment_152" align="alignleft" width="106"]Successful M&A secrets; mergers and acquisitions PART FOUR - FINAL PART[/caption] This is the concluding part of a series of articles by BTD Founding and Managing Partner Carlos Keener Study after study still puts the failure rate of mergers and acquisitions somewhere between 70% and 90%. Some however have managed to turn acquisition and integration into a true competitive differentiator. What makes these firms consistently successful at M&A, and what can the occasional acquirer learn from them? In conclusion, here's a quick checklist:

[caption id="attachment_152" align="alignleft" width="106"]Successful M&A secrets; mergers and acquisitions PART THREE[/caption] This is a series of articles by BTD Founding and Managing Partner Carlos Keener Study after study still puts the failure rate of mergers and acquisitions somewhere between 70% and 90%. Some however have managed to turn acquisition and integration into a true competitive differentiator. What makes these firms consistently successful at M&A, and what can the occasional acquirer learn from them?

[caption id="attachment_152" align="alignleft" width="106"]Successful M&A secrets; mergers and acquisitions PART TWO[/caption] This is a series of articles by BTD Founding and Managing Partner Carlos Keener Study after study still puts the failure rate of mergers and acquisitions somewhere between 70% and 90%. Some however have managed to turn acquisition and integration into a true competitive differentiator. What makes these firms consistently successful at M&A, and what can the occasional acquirer learn from them? A connected approach to M&A: beginning with the end in mind. Ability to buy does not guarantee readiness to own: never has it been more important to ensure before the deal is closed that integration can deliver the goods, and do so quickly without disrupting or burdening the wider business.