Mergers & Acquisitions Unit
Know what you Can and Cannot do and Prepare for Things to Go Wrong.
They Will.
A Mergers-and-Acquisitions Strategy that is well Thought out is a Source of Competitive Advantage and an Important Part of any Company's Long-term Value-creation Plan.
Successful Companies regularly Revisit their Corporate and Portfolio Strategy to understand the Drivers of Advantage and Identify Attractive Avenues for Future Growth, through a carefully developed Long-term Value-creation Plan, the Management of the End-to-EndTtransaction Process from Target Screening to Final Integration.
BTM CONSULTING operates as an Objective Fact-based Partner that can Help Ensure a Company's M&A Plan.
We Help create a Road Map to Mitigate Risk and Achieve the Projected Benefits, while allowing the Organization to concentrate on its Normal day-to-day Business.
Our Practice consists of more than 80 Partners and 160 Trained Professionals at all BTM CONSULTING Levels Worldwide, all with Significant Experience in Corporate Development and Corporate Finance.
We Organize around our Clients. Behind the scenes, we Group our People into Relevant Units where Knowledge Generation can Thrive.
Our Services
Deal Making Fuels a Company's Growth when they Strengthen a Company's current Core Business in a Stable Industry, and when they Provide a Means for a Company to Expand into Highly related Businesses that Reinforce the Core.
We deliver Quantitative Analysis, Rigorous Implementation and Leading-Edge Structuring Techniques.
We support our Clients during every Step of the M&A Process:
Our Approach
Our Approach is Highly Tailored to the Specifics of a Deal.
We bring a Disciplined Approach to the Acquisition Process, One that is Vital to Ensure Success.
INVEST WITH A VISION
Acquisitions are Growth Strategies. Every Deal a Company proposes to do should start with an Investment Vision, and a Clear Statement of how that Particular deal will create Value for the Company.
Successful Deals have an Investment Vision that is founded on a Firm's Portfolio needs and Basis of Competition. The Basis of Competition is How a Company makes Money, and How it Competes. In most Industries, it represents the single most Important Factor for Winning.
As Key Elements of the Process we work with Companies to:
Articulate Growth Aspirations and Understand the Basis of Competition Decide Where to Invest and Where to Divest Prioritize Growth Opportunities Develop an M&A Program-objectives: Frequency, Size and Timing of Deals
ASK ADEQUAT QUESTIONS
We have developed an Approach based on Four Principles:
Ask the Appropriate Questions to Confirm your Clear Investment Vision Determine the Target's Standalone Value based on a Rigorous Understanding of Cash Flows Ensure Synergies work for you, not against you Chart a Course Early to Unlock Integration Value Quickly Focus on the Few, Big Questions in Due diligence that Test the Investment Vision.
ACQUISITION SCREENING
In its M&A Strategy, a Company should Define the Role an Acquisition needs to Play, before it Looks at Targets.
Our approach is Value-driven rather than Simply Financial, Helping to Decide whether a Proposed Acquisition Fills Strategic Gaps.
Screening Starts with a Clearly Articulated M&A Strategy, which is an Extension of a Company's Overall Growth Strategy.
Companies should Screen Candidates based on the Why and the How, with a Focused Search that not only Identifies the Right Targets but also Gives a Head Start on the Strategic Due diligence Process.
The Screening Process Typically Follows Five Steps:
Generate Full List of Acquisition Targets Screen Targets based on Criteria set in the M&A Strategy Develop detailed Profile, Investment Thesis and Taluation for Top-Priority Targets Build M&A Road Map that Spells out Sequence and Timing Devise Plan to Approach Targets and Develop Relationships with Them
STRATEGIC DUE DILIGENCE
Strategic Due diligence, is a Forward-looking Process that Helps you Understand How you can Create Value through an Acquisition.
The best Acquirers Investigate Targets with a Nose for what's Really Important, Identifying the Key Sources of Ongoing Value, and Sniffing out any "Perfumed Pigs," Buffed up for Sale.
We Help Companies address this Critical Challenge by Identifying and Estimating:
Pinpointing where Technology can be used to Create More Value Conducting Strategic, Operational and IT Due diligence Identifying Conflicts and Potential Risks
MERGER INTEGRATION
Following a Merger, Management is under Strict Time Pressure to address Challenges such as Defining Strategic Integration Priorities and Quickly Identifying Synergies.
Our Approach is Open and Collaborative.
Effectively Integrating an Acquisition is the Most Important Success Factor in any M&A.
We adapt our Approach to Each Particular Type of Merger and to the Most Important Sources of Potential Value.
Our Teams work Closely with the Client at all Levels to embed Change throughout the entire Organization and Deliver Maximum Value.
WE HAVE IDENTIFIED THREE KEY SUCCESS FACTORS
1. INTEGRATE WHERE IT MATTERS
Gain more by Integrating Less. Being Highly Selective Where You Integrate is the Most Effective Way to Extract Value and to Reduce Unnecessary Friction. Companies Should Integrate only Where Valuable or Necessary.
2.PUT CULTURE HIGH ON YOUR LEADERSHIP AGENDA
Retool the Culture in a Way Consistent with the Strategy Behind the Merger. Decide Quickly on a Specific Approach and use Hard Tactics to address Cultural Integration:
3. MAKE TOUGH DECISIONS EARLY
Acquirers should Launch Their Integration Planning Several Months before the Deal is Publicly Announced. The Best Acquirers determine the New Organizational Structure and the Key People Who will Drive the Integration.
All BTM CONSULTING Teams Thank You for Your Trust in Us!