The Complete Guide to Mergers and Acquisitions: Process Tools to Support M and A Integration at Every Level

The Complete Guide to Mergers and Acquisitions: Process Tools to Support M and A Integration at Every Level

The Complete Guide to Mergers and Acquisitions: Process Tools to Support M and A Integration at Every Level

The Complete Guide to Mergers and Acquisitions: Process Tools to Support M and A Integration at Every Level

Synopsis

Ease the M&A process with a more effective integration plan

The Complete Guide to Mergers and Acquisitions is the ultimate handbook for planning and managing post-merger integration. Packed full of "how to" guidance, tools, templates and resources that have been put to the test on numerous due diligence and integration efforts around the world, The Complete Guide to Mergers and Acquisitions has been the go-to guide for firms seeking to maximize the value of their deals since the release of the first edition in 1999.

Poor integration management virtually ensures that a merger or acquisition will fail to meet financial and strategic goals. The Complete Guide to Mergers and Acquisitions provides the information that enables firms to quickly and prudently capture projected cost and revenue synergies, and to move the combined organizationis essential to success, and failure means a tremendous waste in terms of time and money, as well as the rapid destruction of shareholder value. The Complete Guide to Mergers and Acquisitions: Process Tools to Support M&A Integration at Every Level, Third Edition is an invaluable resource to guide firms in managing M&A integration and maximize the value of their deals.

Excerpt

By Jim Jeffries Co-founder and Chairman, M&A Leadership Council

This book is not an introduction to merger and acquisition integration or even what defines good integration; rather it is the definitive “How To” book on M&A integration. Like the Second Edition before it, this will become the essential manual for successfully integrating organizations. the Third Edition has been updated to include a significant number of breakthroughs that have emerged over the last few years, and which now are validated as best practices that make a substantive difference in the financial, operational, and organizational performance of companies before, during, and after integration.

I have been personally involved with mergers and acquisitions for the last twenty years in some form or another and have watched the practices and outcomes change dramatically. As recently as fifteen years ago, most acquirers did very little, if any, integration planning until after legal close. This happened for a variety of reasons. Many organizations focused almost exclusively on the transaction until it was complete, then merely threw the integration “over the transom” to unsuspecting and previously uninvolved functional leaders. Other organizations viewed due diligence and integration as distinctly different processes that, at best, were loosely aligned but not effectively coordinated. Still other organizations interpreted anti-trust and anti-competition laws to mean that literally no information could be exchanged prior to closing and no amount of pre-closing integration planning could take place. Regardless of the reasons, the . . .

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