| Preface |
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xi | |
| About the Author |
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xv | |
| About the Contributors |
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xvii | |
| Part One Cross-Border Strategy and Deal Planning |
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Chapter 1 Cross-Border Deal Evolution and Rationale |
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3 | (42) |
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The Evolution of M&A and Cross-Border Deals |
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4 | (19) |
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23 | (5) |
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Factors Influencing Cross-Border Deals |
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28 | (14) |
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42 | (3) |
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Chapter 2 Cross-Border MBA Strategy and Deal Planning Essentials |
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45 | (20) |
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45 | (5) |
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Components of Cross-Border M&A Strategy |
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50 | (3) |
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Responsibilities and Accountability in the Organization |
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53 | (3) |
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56 | (3) |
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Prepare and Plan for a Cross-Border Deal |
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59 | (4) |
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63 | (2) |
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Chapter 3 Legal, Financial, Social, and Political Interdependencies with Cross-Border Integration |
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65 | (22) |
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65 | (3) |
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68 | (10) |
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78 | (3) |
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81 | (1) |
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82 | (2) |
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Managing External Risks and Issues |
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84 | (1) |
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85 | (2) |
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Chapter 4 Ponds and Leading Practices in Global M&A |
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87 | (24) |
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Global Transaction Trends in the Post-Financial Crisis World |
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88 | (1) |
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89 | (3) |
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Developing a Succinct Cross-Border Transaction Strategy |
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92 | (6) |
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Matching M&A Strategy with Transaction Reality |
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98 | (4) |
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Selecting the Right Candidate |
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102 | (3) |
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Planning Cross-Border Due Diligence |
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105 | (2) |
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Defining Successful Options and Strategies for Mitigating Execution Risk in Cross-Border M&A Transactions |
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107 | (3) |
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110 | (1) |
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Chapter 5 Cross-Border M&A: Region- and Country-Specific Trends and Deal Planning Tips |
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111 | (16) |
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111 | (7) |
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Some Useful Cross-Border Insights and Tips |
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118 | (2) |
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Understanding Corporate versus Country Cultures When Doing Cross-Border M&A Deals |
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120 | (3) |
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123 | (4) |
| Part Two Cross-Border Culture and Leadership Alignment |
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Chapter 6 Leading during Cross-Border M&A |
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127 | (12) |
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Why Leadership Is So Critical during M&A |
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128 | (1) |
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Leadership Responsibilities of Acquiring Companies |
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129 | (2) |
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Leadership Responsibilities of Target Companies |
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131 | (2) |
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Leadership Responsibilities of the Integration Management Office |
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133 | (1) |
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Symptoms of A Leadership Void and How to Address Them |
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134 | (2) |
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Leadership Leading Practices |
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136 | (1) |
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137 | (2) |
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Chapter 7 The Role of Culture in Cross-Border M&A |
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139 | (28) |
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Christophe Van Gampelaere |
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Understanding Cultural Management |
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139 | (2) |
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141 | (8) |
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149 | (7) |
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156 | (8) |
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164 | (3) |
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Chapter 8 Managing National Reactions and Sovereignty Issues |
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167 | (36) |
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The Ambivalent Relation between Cross-Border M&A and National Interest |
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168 | (6) |
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Inward Cross-Border Deals: Key Restrictions |
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174 | (15) |
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International Differences and Similarities |
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189 | (1) |
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How to Deal with Sensitive Cross-Border Transactions |
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190 | (6) |
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196 | (2) |
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198 | (5) |
| Part Three Cross-Border Integration, Planning, and Execution |
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Chapter 9 Managing Pre-PMI Due Diligence |
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203 | (26) |
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204 | (2) |
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Traditional Due Diligence |
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206 | (13) |
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Integrated Due Diligence-360-Degree Due Diligence |
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219 | (5) |
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Conducting the Due Diligence Process |
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224 | (4) |
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228 | (1) |
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Chapter 10 Ramping Up an Integration Management Office and Day One in Cross-Border Deals |
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229 | (22) |
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The Impact of an Integration Management Office on Cross-Border Integration |
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229 | (3) |
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Understanding the Integration Management Office |
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232 | (5) |
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Establishing and Executing the Integration Management Office |
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237 | (10) |
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Day One: Starting the Integrate and Analyze Phases |
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247 | (3) |
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250 | (1) |
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Chapter 11 Integration Decision Making and Process Strategy in Cross-Border Deals |
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251 | (27) |
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Preparation and Localization of Decision Making |
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251 | (6) |
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Primary Decision-Making Tools, Approaches, and Leading Practices |
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257 | (6) |
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Leading Practices for Global Integration Process Change |
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263 | (3) |
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Kaizen-Based Leading Practices |
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266 | (2) |
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Catching the Wave of Change |
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268 | (2) |
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270 | (8) |
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Chapter 12 Post-Merger Integration Process, Methodologies, and Tools |
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278 | (21) |
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274 | (1) |
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275 | (4) |
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Integration Due Diligence |
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279 | (2) |
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281 | (2) |
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283 | (10) |
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293 | (5) |
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298 | (1) |
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Chapter 13 Managing Post-Merger Integration Globally |
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299 | (22) |
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300 | (5) |
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305 | (1) |
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306 | (10) |
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316 | (2) |
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318 | (1) |
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319 | (2) |
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Chapter 14 Country-Specific Trends and Tips for Integration Planning |
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321 | (17) |
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Christophe Van Gampelaere |
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321 | (2) |
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A Cultural Overview of the Most Active M&A Regions |
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323 | (1) |
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324 | (4) |
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328 | (6) |
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European Countries and Regions |
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334 | (3) |
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337 | (1) |
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338 | (1) |
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Chapter 15 M&A and Post-Merger Integration Considerations for China and Japan |
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338 | (29) |
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Overview of M&A Trends in China |
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339 | (4) |
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Issues and Approaches for Inbound M&A in China |
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343 | (10) |
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Issues and Approaches for Outbound M&A from China |
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353 | (3) |
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Chapter Checklist for Part 1: China |
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356 | (1) |
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Overview of M&A and Post-Merger Integration in Japan |
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357 | (1) |
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Issues and Approaches for Outbound M&A and Post-Merger Integration from Japan |
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358 | (3) |
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Issues and Approaches for Inbound M&A and Post-Merger Integration in Japan |
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361 | (4) |
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Chapter Checklist for Part 2: Japan |
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365 | (2) |
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Chapter 16 Cross-Border Synergy Program Management |
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367 | (24) |
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367 | (4) |
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Defining and Validating Synergies |
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371 | (5) |
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Structuring Synergy Programs |
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376 | (2) |
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Critical Actions to Capture Synergies |
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378 | (6) |
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Post-Closing Due Diligence |
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384 | (4) |
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388 | (3) |
| Part Four Unique Cross-Border M&A Transaction Scenarios |
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Chapter 17 Managing Carve-Outs and Transition Service Agreements |
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391 | (20) |
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Introduction to Divestitures and Carve-Outs |
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391 | (1) |
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The Context of Divestiture Impacts Carve-Out Processes |
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392 | (2) |
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Divestiture Program Overview |
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394 | (1) |
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Planning a Carve-Out and Transition |
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395 | (3) |
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398 | (9) |
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Managing the Transition Service Agreement |
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407 | (2) |
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409 | (2) |
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Chapter 18 Joint Ventures |
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411 | (14) |
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The Joint Venture Life Cycle |
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411 | (12) |
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423 | (2) |
| Index |
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425 | |