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Practical M&A Execution and Integration [electronic resource] : A Step by Step Guide To Successful Strategy, Risk and Integration Management.

By: Material type: Computer fileComputer filePublisher number: 9780470687963Publication details: Hoboken : John Wiley & Sons, 2011.Edition: 2nd edISBN:
  • 9781119977742
Subject(s): Genre/Form: Additional physical formats: Print version:: Practical M&A Execution and Integration : A Step by Step Guide To Successful Strategy, Risk and Integration ManagementDDC classification:
  • 658.1/62 658.162
LOC classification:
  • HD2746.5
Online resources:
Contents:
Practical M&A Execution and Integration; Contents; Tables & Figures; Foreword; Acknowledgements; Section A: About Mergers and Acquisitions; Chapter 1: Introduction; Fundamentals of mergers & acquisitions; Types of M&A deals; Challenges of M&A deals; Reasons for M&A; Chapter 2: Role of regulation; Regulatory regimes; UK anti-trust regime; European Union regulation; US anti-trust legislation; Bid process; Section B: Fundamentals of the Deal; Chapter 3: Anatomy of a deal; M&A Stages; Phase 1: Prelude (to a deal); Phase 2: Deal negotiation; Phase 3: Pre-change of control
Phase 4: Change of controlPhase 5: Integration; Phase 6: Business as usual; Section C: Successful M&A; Chapter 4: M&A power; Clarity; Capacity; Speed; Chapter 5: M&A process; Risk management; Planning, management and control; Project lifecycle and structure; Issue management; Risk management practice; Reporting; Assumption management; Dependency management; Scope change management; Quality management; Resource management; Cost management; Communications management; Stakeholder management; Chapter 6: M&A people; Culture; Stakeholders; Personnel
Section D: Pulling It All Together: Delivering M&AChapter 7: Timing; Managing the integration and change of control period; Project organisation and control; Section E: BANKING M&A; What makes banking M&A unique?; Planning for the post-merger period; Planning to get to the change of control; Organisational approach; Issue management; What if it all goes wrong?; Section F: Document Templates and Suggested Tables Of Contents; Control documents; Report templates; Project document templates; Bibliography; About the author; Index;
Summary: Few business activities can match Mergers & Acquisitions (M&A) in terms of the potential for reward and for danger. A successful merger or acquisition can allow a mid-tier company to leap into the top tier, bringing rich rewards to that company, and its employees and shareholders. The failure of a merger can, on the other hand, have a devastating impact, resulting a loss of credibility, destruction of value and in some cases bringing the parties to ruin. Depending on how you measure it, between 50% and 80% of M&A deals fail to attain their objectives, before or even after the deal is done. Pra
Holdings
Item type Home library Call number Status Date due Barcode Item holds
Electronic Resource Electronic Resource UH Online Library Ebooks Not for loan
Total holds: 0

Enhanced descriptions from Syndetics:

Description based upon print version of record.

Practical M&A Execution and Integration; Contents; Tables & Figures; Foreword; Acknowledgements; Section A: About Mergers and Acquisitions; Chapter 1: Introduction; Fundamentals of mergers & acquisitions; Types of M&A deals; Challenges of M&A deals; Reasons for M&A; Chapter 2: Role of regulation; Regulatory regimes; UK anti-trust regime; European Union regulation; US anti-trust legislation; Bid process; Section B: Fundamentals of the Deal; Chapter 3: Anatomy of a deal; M&A Stages; Phase 1: Prelude (to a deal); Phase 2: Deal negotiation; Phase 3: Pre-change of control

Phase 4: Change of controlPhase 5: Integration; Phase 6: Business as usual; Section C: Successful M&A; Chapter 4: M&A power; Clarity; Capacity; Speed; Chapter 5: M&A process; Risk management; Planning, management and control; Project lifecycle and structure; Issue management; Risk management practice; Reporting; Assumption management; Dependency management; Scope change management; Quality management; Resource management; Cost management; Communications management; Stakeholder management; Chapter 6: M&A people; Culture; Stakeholders; Personnel

Section D: Pulling It All Together: Delivering M&AChapter 7: Timing; Managing the integration and change of control period; Project organisation and control; Section E: BANKING M&A; What makes banking M&A unique?; Planning for the post-merger period; Planning to get to the change of control; Organisational approach; Issue management; What if it all goes wrong?; Section F: Document Templates and Suggested Tables Of Contents; Control documents; Report templates; Project document templates; Bibliography; About the author; Index;

Few business activities can match Mergers & Acquisitions (M&A) in terms of the potential for reward and for danger. A successful merger or acquisition can allow a mid-tier company to leap into the top tier, bringing rich rewards to that company, and its employees and shareholders. The failure of a merger can, on the other hand, have a devastating impact, resulting a loss of credibility, destruction of value and in some cases bringing the parties to ruin. Depending on how you measure it, between 50% and 80% of M&A deals fail to attain their objectives, before or even after the deal is done. Pra