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Why Deals Fail: And How to Rescue Them [Minkštas viršelis]

3.55/5 (77 ratings by Goodreads)
  • Formatas: Paperback / softback, 224 pages
  • Išleidimo metai: 11-Oct-2016
  • Leidėjas: PublicAffairs
  • ISBN-10: 1610397908
  • ISBN-13: 9781610397902
  • Formatas: Paperback / softback, 224 pages
  • Išleidimo metai: 11-Oct-2016
  • Leidėjas: PublicAffairs
  • ISBN-10: 1610397908
  • ISBN-13: 9781610397902
The combined value of all M&A deals from 1980 to the end of 2015 was almost $65 trillion bigger than the current annual world economy value outside the US. In that same period, almost 900,000 deals were announced. Many were questionable, as Why Deals Fail shows. With companies expected to continue to merge in record numbers, it is time to learn some critical lessons from those deals.

In 2014 the government of the UK one of the most open markets globally for M&A commissioned Cass Business School’s Mergers and Acquisitions Research Centre, headed by Scott Moeller, to investigate whether M&A has a negative or positive impact on the country’s economy. Their findings: M&A deals do generate short-term benefits for the economy, especially because some large deals were spectacularly successful. However, over the longer term, the results are less clear-cut. Despite those highly successful tie-ups that drove the economic results to an overall positive average, the majority of UK mergers by number in the research period actually destroyed value. In summary, deals can be hugely beneficial for all involved when you get it right but they still, at large, struggle to live up to their initial hype and potential. Done wrong, they can damage business and, by extension, the economy and result in hundreds if not thousands of employees being made redundant. Most of the mergers detailed in this book are lessons in what not to do; the authors get behind the corporate veil to show what went wrong when huge and otherwise highly successful global businesses such as the Royal Bank of Scotland, Microsoft, and HP embarked on M&A transactions.

Why Deals Fail is aimed at business people who want to understand better how M&A can drive corporate fortunes. Whether you are a seasoned M&A professional, an employee in a company that is acquiring or being acquired, or a newly graduated business student doing analysis about a deal, this book will help you to make the right decisions when they are most crucial.
List of figures and tables
xi
Preface xiii
Introduction: The three big mistakes of dealmaking 1(12)
PART 1 PRE-DEAL
13(76)
1 Think before you buy
15(18)
What's your Facebook relationship status?
16(2)
Staying single
18(5)
It's complicated
23(3)
Open relationship
26(4)
Divorced
30(1)
In a relationship
31(1)
Think before you buy: dos and don'ts
32(1)
2 Avoid tunnel vision
33(16)
Deal strategy
34(5)
Target selection
39(2)
Diageo says saude to Ypioca
41(1)
ABN AMRO: it's hard to see what's in it
42(2)
Patience is the watchword: Diageo says serefe to Mey Icki
44(1)
Has the bloom gone at Diageo?
45(3)
Avoid tunnel vision: dos and don'ts
48(1)
3 Knowledge is power
49(16)
Where is diligence most due?
50(4)
Due diligence in cross-border M&A
54(1)
How long should due diligence take?
55(2)
A. G. Ban's Im Bru and Britvic's Indian Tonic Water taste very different, don't they?
57(3)
Successful due diligence has solid foundations
60(1)
Getting it right the Cheung Kong Way
61(2)
Knowledge is power: dos and don'ts
63(2)
4 Why the price isn't always right
65(24)
Valuation versus pricing
66(6)
Overpaying isn't the end of the world
72(2)
Pricing in risk
74(3)
Valuing intangibles
77(4)
IP due diligence
81(2)
Deals leak
83(1)
How to pay
84(3)
Why the price isn't always right: dos and don'ts
87(2)
PART 2 THE DEAL
89(50)
5 Negotiating tactics
91(20)
Friend or foe?
92(1)
Auctions: does the highest bidder always win?
92(2)
Hard or soft?
94(1)
"Bid 'em up" Bruce
95(1)
A football master class
96(3)
Microsoft's search engine bid
99(1)
Keep your friends close and your enemies closer
100(3)
Opening gambits: your place or mine?
103(1)
Trade relations
104(1)
Fast or slow?
105(1)
The Baxalta bear hug
105(2)
Still leaking?
107(1)
Negotiating tactics: dos and don'ts
108(3)
6 The engagement
111(14)
Spinning tales
112(3)
Institutional investors: a CEO's best allies?
115(2)
Rise of the activists
117(3)
Prudential's imprudence
120(3)
The engagement: dos and don'ts
123(2)
7 Beware the regulator
125(14)
The "Danone law"
127(1)
Kraft's takeover of Cadbury hits a sour note
127(4)
Deutsche Borse: you can't always rely on the Germans
131(3)
DP World: stuck in port
134(3)
Beware the regulator: dos and don'ts
137(2)
PART 3 POST-DEAL
139(38)
8 Doing the deal right
141(22)
Phase 1 Giving diligence its due
145(8)
Off the rails: stopping runaway trains
146(1)
Holding hands across the Atlantic
147(2)
Other obstacles on the tracks
149(2)
Hitting the political sidings
151(2)
Phase 2 Day 1 of the 100-day plan
153(8)
Getting it right: the Centrica way
155(3)
Getting it wrong: the Zain way
158(3)
Doing the deal right: dos and don'ts
161(2)
9 A most amicable divorce
163(14)
Why split up?
164(2)
HP: the 15-year road to divorce
166(1)
The spin-off dumping ground
167(1)
Getting divestment decisions right
168(2)
Mergermarket Group: from start-up to global player
170(3)
The investor's view
173(3)
A most amicable divorce: dos and don'ts
176(1)
Conclusion: Hunting the corporate yeti
177(4)
Acknowledgements 181(2)
Further reading 183(4)
Index 187