In 1993, Gordon Dupont came up with the concept of the ‘Dirty Dozen’ human factors while working for Transport Canada. These were the most common factors which could act as precursors to aircraft accidents or incidents.
When I saw the Dirty Dozen, it was clear that without any change, they were just as applicable to Mergers and Acquisitions. Just like aviation, any one factor can cause your deal to crash and burn. And just like aviation - you need to avoid that if at all possible!
If your company is thinking about making an acquisition - STOP! Don't go any further until you have a clear view of the STRATEGIC RATIONALE for the deal. The Strategic Rational is your reason for doing the deal, and should inform all your other planning.
Merger Integration means one thing - Doing what you said you would do. The Integration phase of a merger or acquisition is the implementation of the plans you have put in place. But without these plans, your deal is going to fall flat. This video talks about the 4 main things your integration plan needs to have in place.
The UK Property Letting sector has seen a significant amount of legislative change over in 2016 and 2017. The implications of these changes will continue to be felt for the foreseeable future, as elements continue to be rolled out. However, this dynamically uncertain environment presents an opportunities for those that want to take it. This short article presents the case for consolidation by merger or acquisition within the UK Property Letting sector.
As with any sector, the hospitality industry faces many challenges when if comes to growing by merger and acquisition. Many of these are common to any sector, but Hotels, Restaurants and Bars have their own challenges when it comes to M&A.
Mergers and Acquisitions can be an expensive business. The opportunity to scale-up quickly brings with it a large up-front cost, which may equal or exceed the cost of growing organically. However, by planning properly, it is possible to minimise the Total Deal Cost and maximise your return on investment.
Integration is the keystone of making an acquisition. No matter what price is paid for an company, unless you put focus on realising the benefits of the deal, you are unlikely to see a return on your investment. Here we describe the key features of integration projects and some of the key challenges you need to watch out for.
This second article on how to Do the Right Deal focuses on engaging with the target company. It covers the phases from the initial conversation under a Non-Disclosure Agreement, through to developing a Term Sheet and performing Due Diligence. Once the deal is agreed, and a Definitive Agreement is in place, the focus will turn to Integration.
Finding the right target and picking the best deal to do is one of many challenging parts of the M&A process. This article covers how to source and screen potential acquisition targets, and shows how the techniques used by larger businesses are just as useful for smaller businesses.
In this series of articles, we’ll explore mergers and acquisitions from the perspective of the smaller business. We’ll look at the end-to-end process, from deal strategy through to making sure you get the planned benefits acquisition.
This first article is going to focus on the basics. Why are you acquiring another business and what do you need to do to make it successful?