Expertise:
Mergers are traditionally regarded as transactions. We believe that they are relationships and that the primary driver of merger success is the customer value 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.
Key service offerings:
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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.
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