Overtagelser, fusioner og opkøb

This book is for corporate managers with a mandate for 'innovation', but no idea how to make that happen.C-suite executives and boards of directors are increasingly looking for companies to reinvent themselves or risk being left behind. With this book, companies can monetize employee's ideas in a manner that doesn't cost a fortune or create conflicts of interest within the ranks. Not every creative expression is going to result in tens of millions of dollars in revenue-but many will create licensing opportunities that are, at the very least, essentially free money for new product development.Another cadre of readers will realize their innovation-rich futures are languishing in corporate purgatory. Should they quit and pitch their 'million-dollar idea' to another organization entirely (as outsiders), or can they take this book to their leaders and drive change, one manager at a time?

THIS is an adventure story- adventure in American business during an unprecedented era of multimillion-dollar mergers.It is also a biography, since it deals with the career of an extraordinary businessman, Meshulam Riklis. If his rise were marked on a chart it would show a climb in a single decade - when he was still in his twenties and thirties from nothing to the summit of a tremendous industrial complex.Then, abruptly, there would be a precipitous dip. And immediately afterward the line would trace a steep climb to heights loftierthan ever.Those who say the "good old days" are gone; that in the current state of our society no one can ever again become a millionaire; that no one can hope to compete with established Big Business. A career like that of Meshulam Riklis vividly demonstrates that all such negative observations are untrue.It is just as feasible to amass millions today as it has always been. Only the methods have changed. In fact, we now have more millionaires than ever before. This can indeed be called a golden age for acquiring fortunes.

Mergers & Acquisitions Playbook sets a new standard for introducing the subject to financial advisors, lawyers, corporate finance professionals, and students. The first portion sets forth techniques for all manner of M & A transactions including choice of entity involved and debt and equity raising. The second portion contains case studies involving transactions I managed when I was a Managing Director of one of the largest global financial advisory firms. In each case I make reference to techniques included in the first portion. Unlike most general business books, I include a chapter on mentoring. In this chapter I thank people who mentored me and helped me be better than I would have been without their assistance. My concluding remarks focus on the importance of adding value; not only in business but to friends, family, business associates and mankind.

"Once again, Don has done a masterful job of bringing a practical, values-based approach to the forefront of the corporate consciousness. As we see the predicted new cycle of M&A activity start ramping up, this book--and Don's wisdom--is an absolute must.">"Hands down the best read for insights into M&A! It can be an intimidating process to make deals for other companies when still trying to grow your own. But when you see there is a proven process and methodology for success, your plan becomes reality. Don Scales's new book, The M&A Solution: A Values-Based Approach to Integrate Companies, makes the right connections for M&A insight, expressing a professional, eye-opening set of possibilities to acquisitive growth."> "Don Scales identifies and tackles head on the number-one driver of M&A success: values. Don't believe for a minute that values are a fluff topic. There is no CEO that I know who is more practical, strategic, and successful than Don. The M&A Solution: A Values-Based Approach to Integrate Companies will become essential reading for every growth-oriented CEO!"-DOUG FLETCHER, best-selling author, How Clients Buy and How to Win Client Business

Make Me An Offer provides small business buyers and sellers answers to the most common questions: What is my business worth? How do I prepare my business for sale? Why would a seller sell a profitable business? What is the process to evaluate and buy a business?

Most organizations are not managing M&A integration processes well. This poor management of M&A activity yields 40-80% failure rate with significant value being lost during the integration process of bringing two organizations together. This does not need to be the case since organizations can utilize a variety of tangible actions that can be taken to stem the loss of value and increase their capabilities during these times of major organizational change.The purpose of this qualitative study was to explore middle managers' perceptions about how organizations managed job-related, structural, and strategic uncertainty during a merger and acquisition (M&A) integration process. Furthermore, this research investigated what strategies middle managers perceived effective and ineffective for managing uncertainty and recommendations for managing uncertainty during future integrations. Overall, participants perceived strategic uncertainty was managed well, structural uncertainty was managed poorly, and job-related uncertainty was mixed. Effective strategies for managing job-related uncertainty focused on communication, whereas effective strategies for managing strategic and structural uncertainty included clear visions, defined roles and responsibilities, and opportunities to collaborate. Recommendations for managing all types of uncertainty were related to communicating, planning, interacting as a team, and valuing employees. Companies need to adequately manage information from the onset of the M&A until full integration is achieved to avoid adverse effects and reduce uncertainty. Communication through in-person roadshows, websites, and newsletters helped employees gain a better understanding of why the change was occurring, which reduced uncertainty. Organizations could better use middle managers during M&A processes to create structure, build trust, disseminate information, and reduce uncertainty, which could lead to a more successful integration process. The success of an M&A often pivots on the integration process. During an M&A, executives need to establish the direction for the integration process and prioritize intentional communication. A dedicated integration team should be appointed to develop a comprehensive integration plan, implement the plan, and monitor the integration process to ensure appropriate course corrections. Middle managers should be given additional training to best support the M&A integration process.

Companies around the globe are increasingly pursuing M&A as a growth strategy. Odds are, at some point in your career, your company will be one of them.Jennifer J. Fondrevay, an M&A expert who has led teams and brands through three separate multibillion-dollar acquisitions, reveals that these transitions are as stressful as a major loss or moving to another country. The normal human reactions of fear, anger, anxiety, and denial can make the experience hellish, make leading change overwhelming, and keep you from capitalizing on opportunities.To help you navigate the chaos and your emotions and to see how M&A can, in fact, further your career, Jennifer has written NOW WHAT?, the guide she wished for years ago. Based on 60 interviews with M&A integration survivors and practitioners, NOW WHAT?: Explains the drivers behind M&A so that you can anticipate what's coming and start to appreciate where the opportunities might be. Exposes the post-deal experience for what it is: a journey from denial to acceptance through the M&A stages of grief. Identifies the "cast of change" characters (e.g., the Former Rock Star, the Black Widow, etc.) and how to engage them. Helps you construct a total "survive and thrive" game plan for cultivating the right mindset, collaborating with the "other side," and finding your niche to succeed. NOW WHAT? helps anybody in the middle of it all, from C-suite executives to team leaders and players, come out stronger on the other side to help their companies do the same.

This is a novel describing the process and challenges of merging a business acquisition. The middle-market company is acquired by a British firm, and must merge critical functions in a short time to avoid destroying value. The book explores challenges in each of the functions (R&D, Manufacturing, Sales/Marketing, Finance, HR). Checklists and templates are placed throughout the book to acquaint buyers with the M&A environment, risks and time pressure of an acquisition.The book includes a detailed Integration Checklist that can be used in any merger.

This guide is written primarily for the first time business buyer, but can also be used as a checklist for the experienced M&A professional. This field manual and guide will take the business leader and his team of experts through the Mergers & Acquisitions operations process from Due Diligence to completed integration or transition. Many books describe how to value acquisitions, and how to negotiate a fair price. This book describes the entire systematic process to fully execute the transaction - from Due Diligence review through completed integration. Throughout the text, action steps are highlighted using underlined italic text to simplify the guide's use. The numbering convention used throughout the guide - for example "2.3.2 - Executive Advocates" - could be used as a basis for work paper or filing purposes. This manual outlines the timing, a description of the personnel requirements, and actual activities necessary to complete a successful merger. Example analyses and forms will serve as a guideline to the M&A teams. Every M&A transaction is different. The templates included are thought provoking guides to consider rather than forms that must be 100% completed. While a $100 million acquisition may be more complex, the checklist of major review issues will be the same.This Field Manual will discuss the 'experience side' of doing the M&A deal, and will not describe business strategy, target company selection or valuation techniques. Steps required to successfully complete any merger & acquisition (M&A) transaction are listed chronologically. The guide will define practical, proven methods: oTo thoroughly examine the acquisition candidates during Due Diligence review, oTo provide the basis for financial experts to value a target, and oTo identify the critical steps necessary to realize the value through proper integration management.Using this guideline will help companies avoid expensive mistakes and help insure a successful M&A transaction.

What if you could take significant cash out of your business while maintaining majority ownership? If you are like most business owners, your business is your largest asset. This often presents several problems, including increased financial risk and lack of liquidity. Business owners frequently struggle to achieve true financial freedom without withdrawing funds from their company. Many owners dream of taking cash from their business but are not ready to give up ownership or control. Traditional methods to cash out of a business often mean losing majority ownership and saddling your business with excess debt. That's where Cashing Out of Your Business comes in. The Cashing Out process used to be reserved for companies worth $50 million or more but is now available for companies valued at $10 million or greater. The method helps business owners like you remove cash from your business while keeping operational control and maintaining majority ownership. Could an E-Recap be right for your business? Take the Cash Out Readiness Assessment to help determine if you and your company are a fit for the E-RECAP process at www.CashingOutBook.com. What is Your Financial Freedom Number? The first step for business owners to achieve true financial freedom is an assessment to determine how much their version of freedom will cost. Once they have identified their "financial freedom number," many owners can gain more clarity and confidence about how to achieve true financial independence. To get started determining your own financial freedom number, take our short survey at www.CashingOutBook.com today. Many business owners dream of financial freedom but think they have to give up management control or sell their business to get the money they need. Now you can get cash out of your business without giving up majority ownership and it may be easier than you think. To learn more about the Cashing Out of Your Business process, contact Scott Ford with Cornerstone Wealth Management Group at (301) 739-8505 or email scottf@cornerstonewealthgroup.com today.

Learn how to successfully sell your business using the advice of a corporate lawyer with $6+ billion in merger & acquisition experience. This book breaks down the lessons that a business owner needs to learn to have a successful exit. Each chapter is geared toward explaining in simple terms what a business owner needs to know about finding buyers and getting to a deal. The book guides the reader through challenging concepts like earnouts and indemnification in an easy-to understand format. The author shares life lessons from other business owners to help the reader avoid pitfalls.

Are you facing an acquisition?Do you want to learn how to thrive during this uncertain time?If so, you must read Acquired: Now What?Keno Vigil is a leader, business consultant, and entrepreneur who has survived six acquisitions. In Acquired: Now What?, he shares his hard-won insights on how to navigate an acquisition successfully.Whether you're a business professional, entrepreneur, or manager, this book is the essential guide to making sound decisions in uncertain times, especially during an acquisition.Top 10 Things You'll Learn in Acquired: Now What?How to identify the key stakeholders in an acquisition and build relationships with them.How to negotiate a fair deal for yourself and your team.How to build a strong personal brand that will help you thrive during an acquisition.How to transition your team to the new company and help them adapt to the changes.How to manage the emotional impact of an acquisition on your team and yourself.How to communicate effectively with your team during an acquisition.How to set a clear vision for your team and motivate them through a period of change.How to become a change agent and help your company thrive during an acquisition.How to position yourself as a valuable asset for your company.How to emerge from an acquisition stronger than ever before, and how to use your experience to help others thrive in the future.By learning these skills, you'll be able to protect your interests, your team's interests, and your company's future.**Order your copy of Acquired: Now What? today and learn how to thrive during an acquisition!Don't wait any longer. Order today!

Discover the strategies and tactics to maximize the value of your laboratory as you prepare to sell. Melissa Butterworth explains the process, as she teaches you how to become far wealthier than you could have ever dreamed. Don't leave money on the table. This skilled M&A executive takes you through numerous decision-making steps.

Bachelor Thesis from the year 2018 in the subject Business economics - Investment and Finance, grade: 1,3, LMU Munich (Institut für Rechnungswesen und Wirtschaftsprüfung), language: English, abstract: There are several studies that showed that on average 50% of all M&A deals lead to a failure. There are some explanations for the high rate of failures in empirical research, e.g. hubris which is the overconfidence of the management as first mentioned by Roll or managerialism. Still M&A transactions take place frequently and shareholders do not prohibit them. Cartwright & Schoenberg suggest that this unchanged acceptance of shareholders for M&A activities exists because there are some synergies or gains, but the measures used in research do not acknowledge them properly. They state that in a market environment such inefficiencies (value destroying M&A transaction) are hard to believe. I want to contribute to this debate by identifying, describing and finally analyzing several measures that are used in research and apply them on the same sample. According to Thanos & Papadakis the used measure in a study seems to highly influence the outcome. They found that return on assets (ROA) measures often lead to a negative outcome while cash flow measures often lead to a positive outcome. They state that the usage of several measures in the same study could lead to more robust results. There are a lot of different measures used to analyze M&A performance. Meglio & Risberg divide these measures into a financial domain including measures for market performance and measures for accounting performance and a non-financial domain including measures for operational performance and measures for overall performance. In my empirical analysis I will focus on accounting and market measures due to data availability. The accounting measures can be separated into three major categories: ratios, growth measures and operating cash flows. I will start with a literature review to examine what measures are used to measure M&A Deal performance in research. Therefore, I categorize the accounting measures according to the framework of Thanos & Papadakis like described above and add the market measure abnormal returns to my analysis. Following my literature review I will discuss the pros and cons of the different measures and which measures seem eligible in which situation. After that I will analyze European M&A transactions using data from the Thomson Eikon Databank. Most research focuses on US M&A deals which results in an underrepresentation of research for European transactions. By analyzing the latter, I address this problem.