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Why deals fail : & how to rescue them : M&A lessons for business success

Author: Anna Faelten; Michel Driessen; Scott Moeller
Publisher: London : Profile Books Ltd, 2016. ©2016
Series: Economist books (Series)
Edition/Format:   eBook : Document : EnglishView all editions and formats
Summary:
Mergers and acquisitions are part of the fabric of business and economic life: they help drive growth in companies of all sizes. Most executives will at some point in their careers experience a takeover, as buyer, seller or intermediary. Yet, despite M&A's obvious attractions, deals often fall short of expectations and, in extreme cases, can go disastrously wrong, with devastating consequences. From their unique  Read more...
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Genre/Form: Electronic books
Additional Physical Format: Print version:
Faelten, Anna.
Why deals fail.
London : Profile Books Ltd, 2016
(OCoLC)962356502
Material Type: Document, Internet resource
Document Type: Internet Resource, Computer File
All Authors / Contributors: Anna Faelten; Michel Driessen; Scott Moeller
ISBN: 9781782831600 1782831606
OCLC Number: 966447031
Notes: "The Economist."
Description: 1 online resource (xx, 198 pages) : illustrations.
Contents: Copyright Page; Dedication; Contents; List of figures and tables; Preface; Introduction: The three big mistakes of dealmaking; Part 1: Pre-Deal; 1: Think before you buy; What's your Facebook relationship status?; Staying single; It's complicated; Open relationship; Divorced; In a relationship; Think before you buy: dos and don'ts; 2: Avoid tunnel vision; Deal strategy; Target selection; Diageo says saúde to Ypióca; ABN AMRO: it's hard to see what's in it; Patience is the watchword: Diageo says şerefe to Mey İçki; Has the bloom gone at Diageo?; Avoid tunnel vision: dos and don'ts 3: Knowledge is powerWhere is diligence most due?; Due diligence in cross-border M How long should due diligence take?; A. G. Barr's Irn Bru and Britvic's Indian Tonic Water taste very different, don't they?; Successful due diligence has solid foundations; Getting it right the Cheung Kong Way; Knowledge is power: dos and don'ts; 4: Why the price isn't always right; Valuation versus pricing; Overpaying isn't the end of the world; Pricing in risk; Valuing intangibles; IP due diligence; Deals leak; How to pay; Why the price isn't always right: dos and don'ts; Part 2: The Deal 5: Negotiating tacticsFriend or foe?; Auctions: does the highest bidder always win?; Hard or soft?; "Bid 'em up" Bruce; A football master class; Microsoft's search engine bid; Keep your friends close and your enemies closer; Opening gambits: your place or mine?; Trade relations; Fast or slow?; The Baxalta bear hug; Still leaking?; Negotiating tactics: dos and don'ts; 6: The engagement; Spinning tales; Institutional investors: a CEO's best allies?; Rise of the activists; Prudential's imprudence; The engagement: dos and don'ts; 7: Beware the regulator; The "Danone law" Kraft's takeover of Cadbury hits a sour noteDeutsche Börse: you can't always rely on the Germans; DP World: stuck in port; Beware the regulator: dos and don'ts; Part 3: Post-Deal; 8: Doing the deal right; Phase 1: Giving diligence its due; Off the rails: stopping runaway trains; Holding hands across the Atlantic; Other obstacles on the tracks; Hitting the political sidings; Phase 2: Day 1 of the 100-day plan; Getting it right: the Centrica way; Getting it wrong: the Zain way; Doing the deal right: dos and don'ts; 9: A most amicable divorce; Why split up?; HP: the 15-year road to divorce The spin-off dumping groundGetting divestment decisions right; Mergermarket Group: from start-up to global player; The investor's view; A most amicable divorce: dos and don'ts; Conclusion: Hunting the corporate yeti; Acknowledgements; Further reading; Index
Series Title: Economist books (Series)
Other Titles: Why deals fail and how to rescue them
M&A lessons for business success
Mergers and acquisitions lessons for business success
Responsibility: Anna Faelten, Michel Driessen & Scott Moeller.

Abstract:

Mergers and acquisitions are part of the fabric of business and economic life: they help drive growth in companies of all sizes. Most executives will at some point in their careers experience a takeover, as buyer, seller or intermediary. Yet, despite M&A's obvious attractions, deals often fall short of expectations and, in extreme cases, can go disastrously wrong, with devastating consequences. From their unique perspective as practitioners and researchers, Faelten, Driessen and Moeller have seen it all when it comes to M&A, and they've used this experience to develop their Three Big Mistakes of Deal-Making. Using case studies from a wide range of companies, many household names (Diageo, BMW, Microsoft, Kraft, HP and even Manchester United), and for deals ranging from the highly to the less successful to the downright questionable, Why Deals Fail offers both a commentary on the inexorable tendency for companies to merge, for good or ill, and a guide to the benefits and pitfalls of M&A as a growth strategy.

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A manual for making deals work. * Sunday Times *

 
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