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Intelligent M&A

Navigating the Mergers and Acquisitions Minefield

by Scott Moeller and Chris Brady John Wiley & Sons, Ltd. © 2007 328 pages

Focus

Leadership & Management Strategy Sales & Marketing Finance Human Resources IT, Production & Logistics Career Development Small Business Economics & Politics Industries Intercultural Management Concepts & Trends

Take-Aways

• Use business intelligence wisely and you will close better, more profitable deals. • Don’t underestimate the value of the intelligence you can gather from public sources. • Form a team to design merger and acquisition (M&A) deals that are best for your company over the long term. • Manage your M&A advisors; do not let them use you for their own benefit. • When you enter the M&A process, understand whether you are pursuing the target for strategic or financially opportunistic reasons. • Be sure you understand a target’s defenses before you start a hostile takeover. • Perform your own valuation of a target firm, in addition to consultants’ reports. • Negotiation of M&A deals is a rich, varied field that requires intense mastery. • Most M&A deals fail because the participants put too little thought into integrating the firms. • Performing after-action analysis can help you make better M&A deals in the future.

Rating (10 is best)

Overall 8 Applicability 9 Innovation 7 Style 8

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