Expertise:
Under the traditional approach, mergers are viewed as transactions. We believe that mergers are relationships and that the primary driver of merger success is the revenue synergies that the combined capabilities of the two companies make possible.
So we look beyond the “deal breakers” and “cost synergies” that comprise the traditional due diligence process in order to identify the “deal makers” – how to unlock the potential embedded in the relationships with customers, employees and other stakeholders.
The insights we generate are vital for determining the corporate brand strategy and the portfolio architecture that the merged business should adopt.
Key service offerings:
Click on each title to read the article, or access our other content in Perspectives
Mergers are a key element of business strategy but have a poor record in terms of value creation. We believe that this reflects an excessive focus on mergers as transactions, and an insufficient focus on mergers as relationships.
This report identifies three enhancements that companies can make to their M&A playbook based on this relationship mindset. These include: Understanding the true balance sheet of the acquired business; Establishing the right narrative for the merger; and Achieving the optimal brand portfolio post merger.
Thank you for requesting a copy of 'Improving the Success Rate of Mergers.'
T2’s research reports represent the distillation of our thinking on important business topics. In order to enable us to build communities of common interest around these topics, we ask that you share some details about yourself and the nature for your interest. Please note that we only respond to professional email addresses, not personal ones.
