Mergers and Acquisitions Basics: All You Need to Know provides an introduction to the fundamental concepts of mergers and acquisitions. Key concepts discussed include M&As as change agents in the context of corporate restructuring; legal structures and strategies employed in corporate restructuring; takeover strategies and the impact on corporate governance; takeover defenses; and players who make mergers and acquisitions happen. The book also covers developing a business plan and the tools used to evaluate, display, and communicate information to key constituencies both inside and outside the corporation; the acquisition planning process; the negotiation, integration planning, and closing phases; financing transactions; and M&A post-merger integration. This book is written for buyers and sellers of businesses, financial analysts, chief executive officers, chief financial officers, operating managers, investment bankers, and portfolio managers. Others who may have an interest include bank lending officers, venture capitalists, government regulators, human resource managers, entrepreneurs, and board members. The book may also be used as a companion or supplemental text for undergraduate and graduate students taking courses on mergers and acquisitions, corporate restructuring, business strategy, management, governance, and entrepreneurship.

Providing practical application of best practices employed in the divestiture process, "Corporate Divestitures" provides you with detailed guidance on how your corporation should handle a divestiture. It provides a structured approach that emphasizes disciplined execution and illustrative documents and application aids that can be adapted for use in real-world situations.

Successfully Source, Negotiate, and Close Any Merger, Acquisition, or Joint Venture

"Making M&A Deals Happen" provides a practical businessperson's approach to making M&A deals that withstand the test of time. The book presents complete guidance on how to source, negotiate, and close mergers, acquisitions, and joint ventures, discussing each stage of the deal process and highlighting the critical elements, risks, and opportunities of each.

Bob Stefanowski, who has overseen more than $8.7 billion in M&A deals, equips readers with expert information on the M&A environment... developing a company strategy on M&A...financial modeling and final valuation...bidding strategies...structuring the deal...legal and regulatory issues...and much more.

Filled with easy-to-use tools, techniques, and resources, "Making M&A Deals Happen" features: Proven M&A strategies and tactics that increase value for the company In-depth case studies of Tyco, Conseco, and Time Warner, showing where firms have gone wrong_and how to avoid similar pitfalls Detailed negotiation do's and don'ts and troubleshooting techniques A wealth of tables, charts, and examples that illustrate key methods Sample due diligence audit programs and information requests

Based on a renowned course the author teaches at UPENN - Wharton "Making M&A Deals Happen" now offers a winning blueprint to all professionals actually involved in the M&A process_ whether in the planning, due diligence, or integration phases.

Mergers and Acquisitions: Text and Cases provides guiding frameworks and information on Mergers and Acquisitions (M&A), complemented by a set of well-matched cases. The purpose is not to rehash the existing set of M&A books, but to provide real-world examples of situations that allow the reader to utilize the core concepts and processes in M&A. The authors present a process-based framework of M&A, within which the reader is given in-depth information about the steps in doing deals. The reader then has the ability to apply these concepts and frameworks to the full-length cases. The book can be used as a stand-alone text because it provides good coverage of the entire M&A process. In order to more specifically focus on any particular aspect of M&A, the text can easily be supplemented with focused materials.

Your roadmap to success in the world of postmerger integration

Nearly half of today's executives attribute M&A failure to poor integration between merging businesses. This thoroughly revised edition of "The Art of M&A Integration" provides you with updated facts on integration of compensation plans, new FASB and GAAP accounting rules, strategies for merging IT systems and processes, and more.

In January 2000, America Online and Time Warner announced the largest merger in U.S. history, a deal that would create the biggest media company in the world. It was celebrated as the marriage of new media and old media, a potent combination of the nation's No. 1 Internet company and the country's leading entertainment giant, the owner of such internationally renowned brands as Warner Bros., HBO, CNN, and "Time" magazine.
But only three years later, nearly all the top executives behind the merger had resigned, the company had lost tens of billions of dollars in market value, and the U.S. government had begun two investigations into its business dealings.
How did the deal of the century become an epic disaster?
Alec Klein has covered AOL Time Warner for "The Washington Post" since the merger. His reporting on the company led to investigations by the Justice Department and the Securities and Exchange Commission. In "Stealing Time, " he takes readers behind the scenes to show how a clash of cultures set the stage for a spectacular corporate collapse. AOL's Steve Case knew it was only a matter of time before the Internet bubble of the late 1990s would burst, grounding his high-flying company. His solution: Buy another company to keep his own aloft. Meanwhile, Time Warner's Jerry Levin was enamored of new technology but frustrated by his inability to push his far-flung media empire into the Internet age. AOL and Time Warner seemed like a perfect match.
But the government forced the two companies to make concessions, and during the yearlong negotiations technology stocks tumbled. AOL executives lorded it over their Time Warner counterparts, who felt they were being acquired by brash, young interlopers with inflated dollars. The AOL way was fast, loose, and aggressive, and Time Warner executives -- schooled in more genteel business practices -- rebelled. In the midst of clashing cultures and conflicting management styles, AOL's business slowed and then stalled. Worse yet, AOL came under government scrutiny, and when the company conducted its own internal investigation, it admitted that it had improperly booked at least $190 million in revenue. The Time Warner rebellion gathered momentum.
This is a riveting story of ambition, hubris, and greed set amid the boom-and-bust years of the technology bubble. It is filled with outsized personalities -- Steve Case, Jerry Levin, Bob Pittman, Ted Turner, and many more. Based on hundreds of confidential company documents and interviews with key players in this unfolding drama, "Stealing Time" is a fascinating tale of the swift rise and even swifter fall of AOL Time Warner.

"'Merging across Borders' offers insight into social, cultural, communicative and political dynamics in complex organizational change processes following mergers and acquisitions; dynamics which have often been neglected in previous research. The book is written by a Nordic research team, and it is based on their extensive field study of a series of cross-border mergers and acquisitions leading to the creation of Nordea, the largest Nordic financial services group today."

Illustrating the pitfalls and alerting practitioners to common mistakes, whilst setting out the number of processes involved, this is a guide on setting out to acquire a business.

Jewels in the Crown provides an analysis of Tata's acquisition of Jaguar and Land Rover in 2008, and subsequent transformation of their fortunes, written by an award-winning motoring writer. Ray Hutton goes behind the scenes to examine how Tata have not only returned the business to profit, but also transformed the public image of these long-established British brands. At the time of the takeover, both brands (once the crown jewels of the British motor industry) had been tarnished by a patchy reputation for quality and reliability. Tata bought a new approach to the business, with fast decision-making and a solid, sustainable, long-term strategy. Factory efficiency was improved and a major export drive accompanied by a succession of carefully-positioned new models, from the Jaguar XJ Saloon and F-Type sports car to the Evoque and the new, lighter but more luxurious Range Rover flagship. The result was a remarkable change of fortunes. This book shows how it was done.

Merger Control Worldwide is a comprehensive, multi-contributor collection which sets out the details of every jurisdiction where a mechanism for merger control is in place. A concise, practical account is given of the relevant law in each jurisdiction, presented with the aid of flowcharts and diagrams. Merger Control Worldwide aims to provide the legal community, in particular law firms and policy-makers, with a clear point of reference that will prove invaluable when making decisions and delivering sound and accurate advice in merger cases. This, the second supplement to Merger Control Worldwide, provides an update on developments that have occurred recently in the field. It includes a comprehensive appraisal of a new jurisdiction, Singapore.

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.

This set maps articles from the four main fields that influence the study of mergers and acquisitions: economics, finance, strategic management and human resource management, and encompasses a range of further perspectives. With a multidisciplinary approach, these volumes integrate the main fields of reference for mergers and acquisitions, and are structured around the following issues:
* the history of, and perspectives on, the modern business corporation and the role of mergers and acquisitions
* causes of mergers and acquisitions activity
* consequences of mergers and acquisitions activity
* public policy and the corporation.
A detailed index and new introduction are provided to guide the reader through this multidisciplinary collection.

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 focusses on a parallel approach that ensures successful acquisitions are strategic and cultural fits, which meet all synergy goals while at the same time optimizing and growing the current business. Busiensses must run effectively before they are built upon them through acquisition. These same tools that we use in the preparatory phase while optimizing our current business including Lean, Six Sigma and Theory of Constraints become the catalyst that will maximize business growth, cash flow and net profits for the expanded business in the long term. They are transferrable and form an integral part of "the glue" that holds the newly acquired company and the core business together.

This book was written with aim of providing some insights into the process of the buyout of Exxon Chemicals--the first such buyout in Pakistan's corporate history. It also tells the story of one person's endeavor to make his vision a reality. The man who spearheaded the buyout is Shaukat Raza Mirza. In this book, we are gripped by corporate drama as the story of the buyout unfolds. Shaukat's primary role is central, as he relates the discussions, decisions, and challenges faced.

"The failure rate of mergers and acquisitions is unreasonable, unacceptable, and unnecessary," say Claude S. Lineberry and J. Robert Carleton in this much-needed resource, which outlines their unique, proven, and practical process for increasing the success of mergers and acquisitions. Written for all those with a vested interest in the success of the deal--board of directors, executives, managers, employees, and shareholders--and based on years of research and real-world experience, "Achieving Post-Merger Success" is a down-to-earth guide that gives stakeholders the tools they need to Profile and assess corporate cultures Identify potential or actual culture clash barriers to a merger or acquisition Determine what to do to avoid, minimize, and resolve culture clash Plan for efficient and effective post-merger cultural integration of the two organizations