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Due Diligence

The ethereal concept of “synergy” and “value add” are certainly less prevalent in mergers and acquisitions than many deal peddlers would have us believe. Creating the 1+1=3 scenario in M&A requires smarts, discipline and a large focus on planning—areas where many investment bankers and deal...

Prepping the sale of a company is stressful enough before bringing competitive nuances into the fray. One risky consideration when getting a deal done will always revolve around the idea of sourcing competitors as potential buyers for your business. While a source of some of...

All-too-often proposed acquisitions are consummated without determining whether the combination of the two entities would create synergies (be accretive) or create a decrease in overall Earnings Per Share (i.e. dilutive). An accretive-dilutive analysis for a merger or an acquisition is best simplified by asking the...

Consolidation is a normal part of any industry. They help to establish economies of scale that drive down the cost of goods and services and make the marketplace more competitive – and therefore affordable – for consumers. There are three stages of consolidation in which an...

In determining merger and acquisition needs, companies will need to consider existing strengths and weaknesses within their own firm and determine what acquirable assets outside the firm could help complement (prop a weakness) or supplement (reinforce an existing strong asset) within the company. In each...