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Mergers and Acquisitions: A Condensed Practitioner's Guide by Steven M. Bragg PDF

By Steven M. Bragg

ISBN-10: 0470398949

ISBN-13: 9780470398944

Accounting professional Steven Bragg equips you with a operating wisdom of the entire M&A method all through Mergers and Acquisitions: A Condensed Practitioner's consultant, with entire, reader-friendly, and easy recommendation on critical enterprise phrases, in addition to the due diligence procedure, the frequent contractual provisions, criminal heritage, and how-to's appropriate to enterprise acquisitions. Destined to develop into a well-thumbed addition to each manager's library, this crucial advisor addresses the total acquisition procedure with pragmatic info that would serve you as a superb reference no matter if you're a amateur or specialist acquirer.

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Mergers and Acquisitions: A Condensed Practitioner's Guide - download pdf or read online

Accounting professional Steven Bragg equips you with a operating wisdom of the full M&A approach all through Mergers and Acquisitions: A Condensed Practitioner's advisor, with accomplished, reader-friendly, and simple recommendation on imperative enterprise phrases, in addition to the due diligence approach, the standard contractual provisions, felony historical past, and how-to's acceptable to company acquisitions.

Extra info for Mergers and Acquisitions: A Condensed Practitioner's Guide

Example text

If a buyer were to set up a scoring system within a fit matrix, it should assign weightings to each criterion, since certain items usually outweigh the importance of others. There is a price at which a buyer may find almost any target to be an attractive acquisition. However, it is only capable of digesting a certain number of targets per year, and it never has unlimited access to cash. Thus, the buyer must be extremely picky in determining which targets are worthy of a bid. A reason method for sorting through the list of targets is to adopt some simple cutoff criteria, below which a target will not be considered.

The problem is that the buyer’s and seller’s goals may conflict following the acquisition, with the seller’s management being solely focused on earning the maximum c01_1 08/13/2008 30 30 Mergers & Acquisitions payment under the earnout provision, while the buyer wants to integrate the two entities together. A common result is complaints by the seller that the buyer is interfering with its right to earn a larger payment, followed by a lawsuit to obtain what the seller feels is due to its shareholders.

Another strategic concern is the avoidance of competitors. If a buyer has thus far subsisted in areas away from ferocious competitors, then it would do well to continue down the same path, and find unexploited niches that those competitors have not addressed. The worst possible strategy in a great many cases is to make an acquisition that places the buyer squarely in the path of large, well-run competitor; the result is usually an acquisition whose results rapidly head downhill. If a buyer is publicly held, it may report in its quarterly and annual financial statements the key metrics upon which it relies (such as changes in revenue or backlog).

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Mergers and Acquisitions: A Condensed Practitioner's Guide by Steven M. Bragg

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