• Image
  • Image
  • Image
  • Image
  • Image
  • Image
Notice: Undefined variable: chapter in /var/www/vhosts/test.dealgate.com/private/apps/portal/modules/news_subscribe/templates/librarySuccess.php on line 52
Templates (chargeable content)
Acquisitions

Cultivating the Deal from Origination to LOI

In this document, the authors examine the post-strategy development processes and best practice methods associated with deal origination and resolution, beginning with the necessary stagesetting communications with potential deal source intermediaries and networks that are key to the deal flow process, extending through the valuation and due diligence phases, the confidentiality agreement and culminating with the  formulation and signing of the Letter of Intent (LOI).
You’ll find helpful observations provided by candid interviews with leading dealmakers, including buyers, sellers and advisors, as well as timely insights into the most current trends

Steering a Cross-Border Deal to the LOI

This document examines the post-strategy development processes and best practice methods associated with cross-border deal origination and resolution, culminating with the formulation and signing of the Letter of Intent (LOI). In this document, you’ll find helpful observations provided by candid interviews with leading dealmakers, including buyers, sellers and advisors, as well as timely insights into the most current trends

Negotiating an Acquisition Letter of Intent

In acquisitions of privately held companies, a letter of intent/term sheet is often entered into by both parties. The purpose of the letter of intent is to ensure there is a “meeting of the minds” on price and key terms before the parties expend significant resources
and legal fees in pursuing an acquisition and before sellers agree to grant exclusivity to buyers. The purpose of this article is to explore the key issues in negotiating and drafting an acquisition letter of intent

Negotiating, Valuing and Structuring winning Deals

This paper discusses the best negotiating practices for buyers, sellers and their advisors, featuring candid interviews with leading practitioners and analysis of the most current trends

Driving successful cross-Border M&A Transactions

This white-paper discusses the best practices for executing an effective cross-border M&A acquisition strategy. You’ll find helpful observations provided by candid interviews with leading buyers, sellers and advisors, as well as timely insights into the most current trends
Cultural aspects in M&A

Dynamics of Culture: The Impact of cultural Integration on cross-border M&A

This insightful report, composed through candid interviews and thorough research, provides meaningful insight to practitioners already active in or considering cross border M&A
Distressed M&A

The Road to Recovery: Mastering the Art of distressed Investing

Dealing with companies in distress is a weighty and complex business that leaves very little room for error, whether from the distressed company’s perspective or that of a potential investor. This chapter discusses best practices for buyers of distressed companies or its assets

The Road to Recovery: Creating Value from distressed Companies

Dealing with companies in distress is a weighty and complex business that leaves very little room for error, whether from the distressed company’s perspective or that of a potential investor. This chapter focuses on best practices from a distressed company’s, or seller’s, point of view

Opportunity and Risk: Uncovering and Winning the distressed Deal

The authors discuss best practices for buyers of distressed companies or its assets. Focused on best practices from both the buyer’s and seller’s perspective, this installment features candid interviews with leading practitioners and analysis of the most current trends in restructuring and reorganization
Divestitures

9 Key Ways to prepare for an M&A Transaction

Advance preparation is key to a successful Merger & Acquisition (M&A) transaction for a seller. M&A transactions can be time consuming and stressful for a company and its management team. The following are some important things a company can do to maximize the likelihood of a successful sale, in connection with the sale of a privately held company.

22 Mistakes made by Sellers in M&A Transactions

Selling a company is often difficult and time consuming. The mergers and acquisitions (M&A) process is one that requires careful planning, competent professionals assisting the target company, and an understanding of the deal dynamics involved in the negotiations. CEOs and companies that have not been engaged in many M&A transactions frequently make mistakes that can result in a less favorable price or terms that would have otherwise been obtainable - or even kill the deal altogether.

Transaction Readiness Assessment

“Is our Business “transaction ready”?” The vast majority of business owners and managers would answer “yes”. In reality, transaction readiness is common among publicly traded companies, but very rare with private firms or business units. If a business is performing well, this does not necessarily mean that it is automatically “transaction ready”. Transaction Readiness is not just about business performance and owner readiness. It particularly is about the attractiveness of the business to potential buyers and the smooth and speedy realization of the transaction.

A business is “transaction ready” if it could be sold (a) within six months, (b) at or above market valuation, and (c) without interfering with current course of business.

The success of a divestment, carve-out of a business unit, merger, IPO, or capital increase strongly depends on early and thorough preparation

Information Memorandum Checklist

This document is a checklist which includes the outline of all the information that goes inside a Confidential Information Memorandum. This checklist is very exhaustive in nature and includes items relating to the financial standing, assets and liabilities, intellectual property, business description, market position, clients, strategies and pro motion methods, markets served, etc. of the company.  The uniqueness of this report is that it can not only be used by M&A advisors but also by investors, advisors and business owners of various fields
Due diligence

The Art of Due Diligence Part 3: From the final throes of due diligence to post-merger integration

M&A has three distinct segments: pre-deal preparation, mid-deal due diligence, and then final due diligence, which involves negotiations, deal completion and post-merger integration. Each is integral to a successful M&A event, but there is an art to completing each stage successfully.
In the first part of this three-part series, we discussed the importance of preparing for a transaction as much as 18 months before an anticipated M&A event. In the second instalment, we looked at what to expect from mid-deal due  diligence.
As we conclude this series, we will look at the critical final challenges involved in any deal, as well as how technology can help participants increase their chances for success.

The Art of Due Diligence Part 2: Understanding and Preparing for the Due Diligence Phase of M&A Projects

M&A has three distinct stages: pre-deal preparation; mid-deal due diligence, discussion and negotiation; and post-M&A integration. Each segment requires specific activity and planning that can greatly increase the odds of a successful M&A conclusion.
In the first part of this three-part series, we discussed the importance of pre-deal preparation. By preparing for a transaction as much as 18months before an anticipated M&A event, management can collect and troubleshoot all documentation investors will want to examine to get the full picture about their potential investment.
In this second part of the series, we will look at what to expect and anticipate as a deal moves forward, including how best to manage what can be a lengthy process of due diligence review.

20 Key Due Diligence Activities in an M&A Transaction

Mergers and acquisitions typically involve a substantial amount of due diligence by the buyer. Before committing to the transaction, the buyer will want to ensure that it knows what it is buying and what obligations it is assuming, the nature and extent of the target company’s contingent liabilities, problematic contracts, litigation risks and intellectual property issues, and much more. This is particularly true in private company acquisitions, where the target company has not been subject to the scrutiny of the public markets, and where the buyer has little (if any) ability to obtain the information it requires from public sources.

Securing M&A Success: Due Diligence in the global Market Place

In this document, the authors examine the Due Diligence process that unlocks the value of the deal, the writing of the Purchase Agreement (which is the most important record of the transaction), and the closing of the deal. You’ll find helpful observations provided by candid interviews with leading dealmakers, including buyers, sellers and advisors, as well as timely insights into the most current trends

The Art of Due Diligence Part 1: Best Practices for Due Diligence Pre-Deal

According to the Economist, between 10 and 20 percent of all proposed mergers and acquisitions “end in tears…”. Conventional wisdom also maintains that M&A events fail to deliver on their anticipated value an astonishing 50 percent or more of the time.

With those odds, it isn’t surprising companies are desperate to secure every advantage in order to ensure their deal is one of the successful ones. There is an art to executing successful M&A and getting the outcome right. The biggest advantage any company can gain in M&A is to be thoroughly prepared to demonstrate to a potential partner exactly why a given deal makes strategic and financial sense.

M&A has three distinct phases: pre-deal preparation; mid-deal due diligence, discussion and negotiation, and post-M&A integration. Each process requires specific activity and planning that can greatly increase the odds of a successful M&A conclusion. In the first part of this  three-part series, we will look at best practices for pre-deal preparation, so the selling company is able to portray their asset in the best light and buyers are able to get the full picture

Refocusing traditional Due Diligence Value Creation in today’s ultra-competitive Deal Environment

This paper discusses the best practices for executing the due diligence process in M&A transactions, with a growing emphasis on strategic value creation.  On the following pages you’ll find helpful observations provided by candid interviews with leading buyers, sellers and advisors, as well as timely insights into the most current trends

Mitigating Risk and Creating Value: A focused Approach to Due Diligence

Perfecting your due diligence is all about uncovering the real facts and factors that may exist in an M&A transaction. however, the pressure to close the deal in a compressed time frame while getting to the truth is becoming much more complicated. Many times in the euphoria and momentum of closing a transaction, an acquisition may not seem all it was positioned to be in the initial analysis

Due Diligence Checklist

For your understanding and benefit, a detailed sample M&A Due Diligence checklist has been prepared by DEALGATE. The checklist has been tailor made for the acquirer in a benchmark M&A process. What makes this checklist so reliable and versatile is the fact that it can also be highly useful for investors, advisors and business owners of various fields. In this checklist you will find a basic catalogue of items and documents that buyers and investors should take into account and investigate
Post-merger integration

Critical Steps for successful Post-Merger Integration

M&A transactions that succeed in creating enhanced value always follow certain steps before, during and after the deal itself. In this document, the authors examine industry best practices for maximising value and capturing synergies after the deal is done. Thinking innovatively and leveraging best-in-class technology to facilitate communication can enhance prospects for a successful post-merger integration of two entities and the creation of lasting value after a transaction concludes

Strategy

M&A Strategy in the global Market

In “M&A Strategy in the Global Market: What Makes a Deal?” we analyze and report on the best M&A strategies used by buying and selling teams on the cross border playing field. Seasoned deal makers with a diversified experience portfolio have generously shared their observations on best practices in cross-border M&A.

Strategy and Synergy: Vital Elements of the Deal

The authors highlight best practices for formulating an M&A strategy in order to help ensure the appropriateness of an acquisition or a sale in terms of the synergies to be realized as the transaction’s end product. On the following pages you’ll find helpful observations provided by candid interviews with leading dealmakers, including buyers, sellers and advisors, as well as timely insights into the most current trends

Seven critical M&A Transaction Mistakes: How to avoid common M&A Pitfalls

Successfully completing a large-scale M&A transaction is a complex process. The potential for any number of mistakes and/or problems is extensive, but most fall into seven distinct areas…

The Science and Art of Deal Execution: Where Metrics and Innovation converge

This document discusses the quantitative foundations of dealmaking, the metrics and measures that underpin each phase of the deal process. These fundamental elements allow corporate finance professionals to create their version of transactional art in an M&A setting. On the following pages you’ll find helpful observations from leading buyers, sellers, and advisors, as well as timely insights into the most current trends

Creating and Executing a Winning M&A Strategy

This paper addresses how the most successful M&A dealmakers are refining their approach to win in today’s competitive deal environment. Are corporate and financial buyers modifying their approach and the composition of their deal team to better compete on domestic and cross-border transactions? The authors share observations on key trends and how they’re shaping M&A acquisition strategies today. Featuring insights by leading corporate and financial acquirers and advisors, this paper will report on when, where and why deals are taking place in today’s market

Best Practices for Creating a winning Acquisition Strategy

This document discusses the best practices for developing an effective M&A acquisition plan as part of the overall corporate growth strategy. You’ll find helpful observations provided by candid interviews with leading buyers, sellers and advisors, as well as timely insights into the most current trends
 
Debug toolbar