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E-raamat: Cross-Border Mergers and Acquisitions [Wiley Online]

(Whitaker & Company, Inc., GA)
  • Formaat: 464 pages
  • Sari: Wiley Finance
  • Ilmumisaeg: 27-May-2016
  • Kirjastus: John Wiley & Sons Inc
  • ISBN-10: 1119268451
  • ISBN-13: 9781119268451
  • Wiley Online
  • Hind: 79,30 €*
  • * hind, mis tagab piiramatu üheaegsete kasutajate arvuga ligipääsu piiramatuks ajaks
  • Formaat: 464 pages
  • Sari: Wiley Finance
  • Ilmumisaeg: 27-May-2016
  • Kirjastus: John Wiley & Sons Inc
  • ISBN-10: 1119268451
  • ISBN-13: 9781119268451
Navigate cross border M&A for a flawless integration execution

Cross Border Mergers and Acquisitions is a practical toolbox for corporate strategy and development professionals dealing with the many challenges involved in cross border M&A. With a detailed discussion of key market specifics and broadly-applicable critical insight, this book demystifies the cross border M&A process and provides a host of practical tools that ease strategic implementation. A geographical overview explains the trends in major M&A markets including Australia, Brazil, China, Russia, the U.K., and the U.S., and industry-specific guidance covers Financial Services, Aerospace and Defense, Health Care, Tech, Manufacturing, and more. Leading experts relate lessons learned while managing actual PMI processes, and the discussion of cultural impacts and specific situational needs provides deep insight into the type of leadership a flawless integration requires.

Corporate restructuring and internationalization efforts are increasingly relying on cross border mergers and acquisitions. Strategies, motives, and consequences are a complex navigational minefield, but this insightful guide provides solid, actionable guidance for leading a successful integration.

  • Understand the region-specific details that make an impact
  • Overcome common challenges and manage complex deals
  • Gain practical insight and valuable tools for leading integration
  • Learn the most current best practices for PMI processes

Cross border M&A is complex, with myriad challenges and obstacles inherent to the situation. Successful integration and a smooth transition are critical, and there's little wiggle room—it's a situation where you have only one chance to get it right.Cross Border Mergers and Acquisitions is an essential guide to the process, with key tools for execution.

Preface xi
About the Author xv
About the Contributors xvii
Part One Cross-Border Strategy and Deal Planning
Chapter 1 Cross-Border Deal Evolution and Rationale
3(42)
Gilles Ourvoie
The Evolution of M&A and Cross-Border Deals
4(19)
Strategic Motives
23(5)
Factors Influencing Cross-Border Deals
28(14)
Chapter Checklist
42(3)
Chapter 2 Cross-Border MBA Strategy and Deal Planning Essentials
45(20)
Michael Holm
M&A Strategy Overview
45(5)
Components of Cross-Border M&A Strategy
50(3)
Responsibilities and Accountability in the Organization
53(3)
Target Company Criteria
56(3)
Prepare and Plan for a Cross-Border Deal
59(4)
Chapter Checklist
63(2)
Chapter 3 Legal, Financial, Social, and Political Interdependencies with Cross-Border Integration
65(22)
Andrew Scola
Introduction
65(3)
Legal Impact
68(10)
Financial Impact
78(3)
Social Impact
81(1)
Political Implications
82(2)
Managing External Risks and Issues
84(1)
Chapter Checklist
85(2)
Chapter 4 Ponds and Leading Practices in Global M&A
87(24)
Thomas Kessler
Global Transaction Trends in the Post-Financial Crisis World
88(1)
The M&A Life Cycle
89(3)
Developing a Succinct Cross-Border Transaction Strategy
92(6)
Matching M&A Strategy with Transaction Reality
98(4)
Selecting the Right Candidate
102(3)
Planning Cross-Border Due Diligence
105(2)
Defining Successful Options and Strategies for Mitigating Execution Risk in Cross-Border M&A Transactions
107(3)
Chapter Checklist
110(1)
Chapter 5 Cross-Border M&A: Region- and Country-Specific Trends and Deal Planning Tips
111(16)
Michael Holm
Introduction
111(7)
Some Useful Cross-Border Insights and Tips
118(2)
Understanding Corporate versus Country Cultures When Doing Cross-Border M&A Deals
120(3)
Chapter Checklist
123(4)
Part Two Cross-Border Culture and Leadership Alignment
Chapter 6 Leading during Cross-Border M&A
127(12)
Scott Whitaker
Why Leadership Is So Critical during M&A
128(1)
Leadership Responsibilities of Acquiring Companies
129(2)
Leadership Responsibilities of Target Companies
131(2)
Leadership Responsibilities of the Integration Management Office
133(1)
Symptoms of A Leadership Void and How to Address Them
134(2)
Leadership Leading Practices
136(1)
Chapter Checklist
137(2)
Chapter 7 The Role of Culture in Cross-Border M&A
139(28)
Christophe Van Gampelaere
Understanding Cultural Management
139(2)
Cultural Awareness
141(8)
Strategy and Culture
149(7)
Implementation
156(8)
Chapter Checklist
164(3)
Chapter 8 Managing National Reactions and Sovereignty Issues
167(36)
Gilles Ourvoie
The Ambivalent Relation between Cross-Border M&A and National Interest
168(6)
Inward Cross-Border Deals: Key Restrictions
174(15)
International Differences and Similarities
189(1)
How to Deal with Sensitive Cross-Border Transactions
190(6)
Conclusion
196(2)
Chapter Checklist
198(5)
Part Three Cross-Border Integration, Planning, and Execution
Chapter 9 Managing Pre-PMI Due Diligence
203(26)
Eitan Grosbard
Introduction
204(2)
Traditional Due Diligence
206(13)
Integrated Due Diligence-360-Degree Due Diligence
219(5)
Conducting the Due Diligence Process
224(4)
Chapter Checklist
228(1)
Chapter 10 Ramping Up an Integration Management Office and Day One in Cross-Border Deals
229(22)
Stefan Hofmeyer
The Impact of an Integration Management Office on Cross-Border Integration
229(3)
Understanding the Integration Management Office
232(5)
Establishing and Executing the Integration Management Office
237(10)
Day One: Starting the Integrate and Analyze Phases
247(3)
Chapter Checklist
250(1)
Chapter 11 Integration Decision Making and Process Strategy in Cross-Border Deals
251(27)
Stefan Hofmeyer
Preparation and Localization of Decision Making
251(6)
Primary Decision-Making Tools, Approaches, and Leading Practices
257(6)
Leading Practices for Global Integration Process Change
263(3)
Kaizen-Based Leading Practices
266(2)
Catching the Wave of Change
268(2)
Chapter Checklist
270(8)
Chapter 12 Post-Merger Integration Process, Methodologies, and Tools
278(21)
Thomas Kessler
The M&A Life Cycle
274(1)
Strategic Selection
275(4)
Integration Due Diligence
279(2)
Pre-Signing
281(2)
Post-Signing
283(10)
Post-Closing
293(5)
Chapter Checklist
298(1)
Chapter 13 Managing Post-Merger Integration Globally
299(22)
Eitan Grosbard
Introduction
300(5)
Due Diligence
305(1)
Relate
306(10)
Analyze
316(2)
Integrate
318(1)
Chapter Checklist
319(2)
Chapter 14 Country-Specific Trends and Tips for Integration Planning
321(17)
Christophe Van Gampelaere
Opening
321(2)
A Cultural Overview of the Most Active M&A Regions
323(1)
Anglo-Saxon Regions
324(4)
Asian Countries
328(6)
European Countries and Regions
334(3)
Summary
337(1)
Chapter Checklist
338(1)
Chapter 15 M&A and Post-Merger Integration Considerations for China and Japan
338(29)
Robert Ping Yu
Makoto Ideno
Masaki Yamamoto
Overview of M&A Trends in China
339(4)
Issues and Approaches for Inbound M&A in China
343(10)
Issues and Approaches for Outbound M&A from China
353(3)
Chapter Checklist for Part 1: China
356(1)
Overview of M&A and Post-Merger Integration in Japan
357(1)
Issues and Approaches for Outbound M&A and Post-Merger Integration from Japan
358(3)
Issues and Approaches for Inbound M&A and Post-Merger Integration in Japan
361(4)
Chapter Checklist for Part 2: Japan
365(2)
Chapter 16 Cross-Border Synergy Program Management
367(24)
Michael Holm
Introduction
367(4)
Defining and Validating Synergies
371(5)
Structuring Synergy Programs
376(2)
Critical Actions to Capture Synergies
378(6)
Post-Closing Due Diligence
384(4)
Chapter Checklist
388(3)
Part Four Unique Cross-Border M&A Transaction Scenarios
Chapter 17 Managing Carve-Outs and Transition Service Agreements
391(20)
Andrew Scola
Introduction to Divestitures and Carve-Outs
391(1)
The Context of Divestiture Impacts Carve-Out Processes
392(2)
Divestiture Program Overview
394(1)
Planning a Carve-Out and Transition
395(3)
Program Structure
398(9)
Managing the Transition Service Agreement
407(2)
Chapter Checklist
409(2)
Chapter 18 Joint Ventures
411(14)
Thomas Kessler
The Joint Venture Life Cycle
411(12)
Chapter Checklist
423(2)
Index 425
SCOTT C. WHITAKER has been involved in over two dozen mergers and acquisitions totaling nearly $100 billion in value. His industry experience includes health care, financial services, telecommunications, gaming, hospitality, chemicals, oil and gas, industrial manufacturing, retail, and consumer durables. Scott has worked internationally in Canada, China, Europe, and Africa on a variety of assignments, and specializes in establishing Integration Management Offices (IMOs) and helping companies develop integration playbooks. He is the author of Mergers and Acquisitions Integration Handbook.