The British firm Interserve, whose work ranges from building airports and schools to cleaning London’s underground and placing people in jobs, has spent around £400 million on buying businesses over the past few years. Numerous acquisitions were made that captured headlines, including Topaz Oil and...
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,...
BTD has been shortlisted for the New Work Award 2015, recognising forward-looking companies active in Germany that demonstrate innovative team collaboration, challenge traditional working concepts, and align with the new world of flexible working and structures. We are proud to be among 12 other shortlisted nominees...
A pessimistic report from Bank of America Merrill Lynch at the end of last week on the near-term outlook for BP casts further doubt on the oil major’s ability to weather a protracted period of low oil prices as well as its competitors. According to Acquisitions...
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. 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.
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: 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? 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.