The ultimate guide to the ins and out of mergers and acquisitions

"Practitioner's Complete Guide to M&As" provides the practical tricks of the trade on M&As: what they need to know, what they have to know, and what they need to do. Numerous examples and forms are included illustrating concepts in discussion.Written in a straight-talking styleA highly, practical application-oriented guide to mergers and acquisitionsCovers strategy development; deal flow and target identification; due diligence; valuation and offers; tax structuring; negotiation; and integration and value creation"Presents information using bullet points rather than lengthy narrative for ease of readingNumerous exhibits, forms, and examples are included

This practical guide takes you through every step of the M&A process, providing all the necessary tools that both the first-time M&A player as well as the seasoned practitioner need to complete a smart transaction.

This is a book about acquisitions and their performance. It looks at the different ways in which companies from the major acquiring countries (UK, USA, Japan, Germany, and France) set about integrating the acquisitions they make in the UK. The book illustrates different national styles at work, but also shows how common many management practices have become around the world.

For many the dream of owning their own business remains just that. Even if you have a great idea, the work and money involved in building a business from the ground up can prove too daunting. What few aspiring entrepreneurs realise is that buying an already existing business can be far easier, sometimes possible with little or no money at all, and can be just as satisfying a route to self-sufficiency. In easy-to-follow language, Buying and Selling a Business takes you through the entire process, from identifying your target business and assembling the right team to help you, to valuation, agreeing terms and finding the necessary finance. Just as importantly, Haigh helps you ensure your deal is the right deal for you, offering advice on running the business you buy and implementing proper exit strategies from the start. With valuable appendices containing typical documentation, and how to read them, Jo Haigh's book is a one-stop resource to closing the deal and transforming your life.

Fascinating as the corporate takeovers of recent years have been-with their "golden parachutes" and junk bonds, "greenmailers" and white knights-it is far from clear what underlying forces are at work, and what their long-term consequences will be. Debate over these questions has become polarized: some see takeover threats as disciplinary mechanisms that induce managers to behave efficiently and move assets to higher valued uses or into the hands of more efficient managers; others claim that corporate raiders have produced few observable increases in operating efficiency, but rather have disrupted business planning, enforced a preoccupation with the short-term, and tilted the balance sheets of corporate America towards dangerously high debt levels. Such sharp conflicts in theory and evidence have produced considerable governmental confusion concerning the appropriate policy response. Scores of bills have been introduced in Congress, but legislators are no more in agreement than scholars. Knights, Raiders, and Targets represents one of the first sustained efforts to refine and clarify these issues. Based on papers presented at a symposium sponsored by the Columbia Law School's Center for Law and Economic Studies, it also includes discussion of the informal presentations made at the symposium by the CEOs of several major corporations. This important book airs new theories and offers vital and exciting discussion of the essential issues attached to an event that has become central to American corporate culture.

This book is for corporate managers with a mandate for 'innovation', but no idea how to make that happen.C-suite executives and boards of directors are increasingly looking for companies to reinvent themselves or risk being left behind. With this book, companies can monetize employee's ideas in a manner that doesn't cost a fortune or create conflicts of interest within the ranks. Not every creative expression is going to result in tens of millions of dollars in revenue-but many will create licensing opportunities that are, at the very least, essentially free money for new product development. Another cadre of readers will realize their innovation-rich futures are languishing in corporate purgatory. Should they quit and pitch their 'million-dollar idea' to another organization entirely (as outsiders), or can they take this book to their leaders and drive change, one manager at a time?

M&A failures is an established phenomenon. Human factors, such as acceptance of and readiness for change at the individual level, conflict of interest and cultural incompatibility are the key attributes of the success or failure of a merger or transformational change. Balancing theory with practice, this book looks at the financial due diligence, cultural compatibility, and emotional sensitivity at various stages of the M&A and offers a practical process model. Business leaders, change agents, coaching and mentoring practitioners will find the rare combination of great interest.