Smart Things to Know About Mergers & Acquisitions

Chapter 1 Introduction Acquisitions and Growth.
<ul>
<li>Acquisition logic and growth the acquisition culture.</li>
<li>Acquisitions strategy and business growth.</li>
<li>The logic of acquisitions and routes to growth.</li>
<li>Acquisitions, alliances and organic development.</li>
<li>How acquisitions can add, dilute or destroy shareholder value.</li>
<li>Acquisitions and shareholder value (1) types of acquisitions.</li>
<li>Acquisitions and shareholder value (2) segmenting the value.</li>
<li>The acquisition process.</li>
<li>Integrating management perspectives strategic, financial, organisational, tax, legal.</li>
<li>Alternatives to acquisition alliances and organic development.</li>
<li>Divestment.</li>
<li>Structure of the book.</li>
<li>Summary.</li>
</ul>
<p>Chapter 2 The Acquisition Strategy.</p>
<ul>
<li>Introduction championing the strategy.</li>
<li>Strategy and objectives.</li>
<li>Gap analysis where do acquisitions fit in?</li>
<li>Acquisition options.</li>
<li>Strategic and financial attractiveness, implementation difficulty, uncertainty and risk, and stakeholder acceptability.</li>
<li>Determining criteria do s and don ts.</li>
</ul>
<ul>
<li>Detailed evaluation external.</li>
<li>BMW and Rover case study.</li>
<li>Detailed evaluation internal.</li>
<li>Summary.</li>
</ul>
<p>Chapter 3 Search.</p>
<ul>
<li>Introduction.</li>
<li>Different search processes.</li>
<li>Approaching your target.</li>
<li>Summary.</li>
</ul>
<p>Chapter 4 Acquisitions Strategic Due Diligence.</p>
<ul>
<li>Introduction.</li>
<li>Evaluation, strategic attractiveness the GE grid.</li>
<li>Financial attractiveness.</li>
<li>Evaluating implementation difficulty.</li>
<li>Uncertainty and risk.</li>
<li>Stakeholder acceptability.</li>
<li>Summary.</li>
</ul>
<p>Chapter 5 Gaining the Overview Success in Due Diligence.</p>
<ul>
<li>Introduction.</li>
<li>Markets and marketing.</li>
<li>Products and services.</li>
<li>Technology and IT</li>
<li>BMW and Rover case (continued).</li>
<li>Operations and people.</li>
<li>Manufacturing.</li>
<li>Summary.</li>
</ul>
<p>Chapter 6 Financial Evaluation.</p>
<ul>
<li>Segmenting the value of an acquisition.</li>
<li>Bases of valuation earnings, assets, discounted cash flows.</li>
<li>Price–earnings ratio.</li>
<li>Assets backing.</li>
<li>Discounted cash flows.</li>
<li>Scenarios and uncertainty and risk analysis.</li>
<li>Links to the negotiation process.</li>
</ul>
<p>Chapter 7 Managing the Deal.</p>
<ul>
<li>Introduction acquisition options and bargaining power.</li>
<li>Understanding deal–making agendas.</li>
<li>Deal scenarios.</li>
<li>Deal–making do s and don ts.</li>
<li>Funding the acquisition.</li>
<li>BMW and Rover case (continued).</li>
<li>Summary.</li>
</ul>
<p>Chapter 8 Acquisition Integration.</p>
<ul>
<li>The role of the acquisition champion.</li>
</ul>
<ul>
<li>Integration success and failure.</li>
<li>Integration strategies the alternatives.</li>
<li>Communication issues and the BMW/Rover case (continued).</li>
<li>Project managing integration.</li>
<li>Evaluating success.</li>
<li>Post acquisition learning and review.</li>
<li>Summary.</li>
</ul>
<p>Chapter 9 The Champneys Case.</p>
<ul>
<li>Introduction and background.</li>
<li>Acquisition integration strategy options.</li>
<li>The integration process.</li>
<li>The integration plan.</li>
<li>Managing the integration the dynamics.</li>
<li>Case postscript.</li>
<li>Summary.</li>
</ul>
<p>Chapter 10 Conclusion.</p>
<ul>
<li>The role of acquisitions a review.</li>
<li>Diagnosis of your own skills and weaknesses.</li>
<li>Acquisitions and your career.</li>
</ul>
<p>Appendix 1.</p>
<p>Granada and Forte case study.</p>