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Alliances vs. Acquisitions
Target identification, synergies and resources analysis: Decide between the alternate strategies of acquisition vs. alliance based on resources and synergies desired, marketplace, and competency at collaboration. Scout the market for uncovered opportunities based on criteria that fit the company's business development strategy. Identify, qualify, screen and implement.
Key questions: How do we convince our board and shareholders to move forward with business development objectives? How do we ensure this deal will create long-lasting value to shareholders? How do we best approach and develop relations with the targets?
Due diligence, valuation, negotiation support: If chosen strategy is an acquisition or equity alliance, develop and examine economic and strategic rationale for acquisition. Establish target's value and cost to integrate. Support negotiations and structure deal.
Key questions: What are the triggers pushing forward this acquisition? What will be the overall cost of this deal? Have we analyzed the cultural disconnects of our enterprises?
Integration support: Identify integration key risks / success factors. Capture post-deal value by maximizing synergy benefits and minimizing operational redundancies. Build and implement integration plan at the right pace and the right place.
Key questions: What tough decisions do we have to make right-away? How can we
maintain and boost cumulated market shares? How can we avoid a staff exodus?
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