In short
Use the M&A blueprint as a strategic leverage
The M&A blueprint prompts business leaders to conduct a thorough self-assessment along with a comprehensive market assessment. The self-assessment helps establish the baseline from which to identify gaps in corporate ambitions as well as the opportunities for M&A to fill these gaps.
The quest for growth
Before you can really start setting financial goals, you need to determine where you stand financially !
Mergers & Acquisitions (M&A) can be challenging, complex, and intense. Developing a proper roadmap and identifying the right expertise, organizations can achieve the highest financial and strategic objectives from a successful transaction.
An M&A transaction can be generally divided into three phases: Phase 1 (Pre-Deal) serves to prepare and structure the transaction, while Phase 2 (Deal) covers negotiations, the implementation and the closing of the transaction. Phase 3 (Post-Close) focuses particularly on the integration of the acquired company into the buyer's corporate group and the leveraging of synergies. All three phases are interdependent. A successful transaction therefore requires uniform coordination, organisation and negotiation across all three phases.
PRE-DEAL
- Strategy development
- Deal Sourcing
- Pre-check
- Structuring
- Indicative valuation
- Purchase price mechanism
- LoI/Term sheet
- Continuing interest
DEAL
- Due Diligence
- Valuation opinion
- Financial Modelling
- Pre-PPA
- Structurierung (legal)
- Transaction contracts
- Financing
- Anti-trust law
POST-CLOSE
- Purchase price adjustment
- Purchase price allocation (PPA)
- Post-merger integration
- Impairment test
- Corporate governance structure
- Adjustment of contracts
- Management shares
- Post-M&A litigation
As a natural part of IMG's M&A services we also offer end-to-end professional legal services ranging from confidentiality agreements, letters of intent and memoranda of understanding as well as comprehensive legal due diligence, legal structuring and definition of the best transaction options through to contract negotiation and closing.
- Legal structuring
- Bidding procedure
- Confidentiality agreements and LOI/MOU
- Legal and Commercial Due Diligence
- Drafting and negotiating contracts
- Anti-trust law
- Financing and securities
- Private Equity and Venture Capital
- Corporate law
POST-MERGER INTEGRATION
Post-Merger Integration (PMI) is a highly complex process. It requires swift action as well as running the core business activities simultaneously. There is no one-size-fits-all approach to a successful PMI process.
One of the biggest misperceptions about PIM is that it can simply be tacked on to existing day-to-day responsibilities. That’s wishful thinking—and a recipe for unrealized value. More often than not, M&A deals destroy value; more than half of mergers and acquisitions fail or underperform. While the transactions still go through, they never unlock their full potential. That’s because the challenge of PMI — bringing together two organizations, each with its own processes, structure, culture, and management — is profoundly complex. However, careful planning focusing on the strategic objectives of the deal and the identification and capturing of synergies will help maximize deal value.
Because of the complexity of the PMI process, it is of utmost importance that organizations — both the buyer and target, the integration team, and integration manager — have a guide that will provide them the detailed requirements of the process. IMG's PIM Framework, which is divided into 12 subjects based on 3 focus areas: "Set the Direction", "Capture the Value" and "Build the Organization", has a structured approach that can direct attention to important integration areas to maximize deal value and achieve operational excellence. The inability to focus on priority areas can be a waste of resources, time, and investments.