Mergers & acquisitions integration handbook helping companies realize the full value of acquisitions
Proven strategies and tactics to manage the integration of acquired and/or merged companies Mergers & Acquisitions Integration Handbook is a comprehensive resource to help companies create a scalable post merger or acquisition integration process and framework that accelerates operating and busi...
| Autor principal: | |
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| Formato: | Libro electrónico |
| Idioma: | Inglés |
| Publicado: |
Hoboken, N.J. :
John Wiley & Sons, Inc
c2012.
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| Edición: | 1st edition |
| Colección: | Wiley finance series.
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| Materias: | |
| Ver en Biblioteca Universitat Ramon Llull: | https://discovery.url.edu/permalink/34CSUC_URL/1im36ta/alma991009627709206719 |
Tabla de Contenidos:
- Mergers & Acquisitions Integration Handbook: Helping Companies Realize the Full Value of Acquisitions; Contents; Acknowledgments; CHAPTER 1 Introduction; WHO SHOULD USE THIS BOOK?; HOW THIS BOOK IS SET UP; CHAPTER SUMMARIES; A WORD TO THE WISE; CHAPTER 2 Mergers and Acquisitions 101 and Assessing Integration Complexity and Risk; MERGERS AND ACQUISITIONS 101; DETERMINING POST-ACQUISITION INTEGRATION SCOPE; Subsidiary Bolt-on Acquisition; Functional Integration; Functional, Operational, and Full Integrations; ASSESSING INTEGRATION COMPLEXITY AND RISK; Due Diligence
- Stakeholder Interviews and ComplexityStakeholder Interviews and Risk; Operating-Style Risk; The Evaluation and Measurement of Performance; SUMMARY; CHAPTER 3 Making the Business Case for Integration; HOW TO IMPROVE PERFORMANCE; Synergy; Economy of Scale; Cross-Selling; Economy of Scope; Taxation; Vertical Integration; Product and Service Diversification; Measurement of Merger or Acquisition Success; THE MOST COMPLEX AREAS; MAKING THE BUSINESS CASE FOR INTEGRATION SUPPORT; THE CHALLENGES OF INTEGRATION; INTEGRATION SUCCESS FACTORS; SUMMARY; CHAPTER 4 An Introduction to Integration Planning
- INTEGRATION ACTIVITIESINTEGRATION TIMING; Operations Consolidations; Pending Acquisitions; Information Systems; INTEGRATION AND BUSINESS PLANNING; Vision and Strategy; Delivering Value (and Not Losing Any); Managing the Change, People, and Potential Business Disruption; INTEGRATION SUPPORT; Transaction Advisors; Specialty Firms; SUMMARY; CHAPTER 5 The Pre-Planning Phase; KEY ACTIVITIES; Determining Integration Type; Stress Testing and Synergy Assumptions; REVIEWING THE PLANNING DOCUMENTS; Labor; Employee Data; Store and Plant Data; Stakeholder Communities or Audiences
- ASSESSING POTENTIAL CHALLENGE AREASEffective Plan Management and Governance; Delivering Value; Establishing the Right Level of Integration; Culture in a Business Environment; SUMMARY; CHAPTER 6 The Importance of Due Diligence; DUE DILIGENCE DOCUMENTS LISTS; Corporate Books and Records; Financial Information; Employee Materials; Contingent Liabilities; Contracts, Agreements, and Other Arrangements; Proprietary Rights; Plant, Property, and Equipment; Insurance; Sales and Marketing; Miscellaneous/General Business; A FEW WORDS ABOUT IT DUE DILIGENCE; SUMMARY
- CHAPTER 7 Establishing an Integration Management OfficeSETTING UP AN IMO; Verifying Integration Type and the Level of Support Required; Adapting the Structure to Fit Your Integration Type; DETERMINING FUNCTIONAL RESOURCE COMMITMENTS; DEDICATED VERSUS MATRIXED RESOURCES; SETTING UP AN INTEGRATION PROJECT CHARTER; SETTING UP AN INTEGRATION GOVERNANCE STRUCTURE; SUMMARY; CHAPTER 8 Executing Your Integration Plan; FUNCTIONAL WORK-PLAN ELEMENTS; INTEGRATION WORK STREAMS; FUNCTIONAL WORK-PLAN QUALITY; FUNCTIONS REQUIRING EXTRA ATTENTION; Human Resources; Information Technology; Finance; SUMMARY
- CHAPTER 9 Planning Your Integration's End State
