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In short

  • We have a rigid attitude towards compliance with our Code of Ethics and Code of Conduct.
  • Our decisions are based on facts, objectively considered.
  • Our firm is kept in adjustment with the forces at work in its environment.
  • Our people are judged on the basis of their performance, not on personality, education, or personal traits and skills.
  • Our firm is administered with a sense of competitive urgency.
  • Integrity | We do the right thing regardless of the consequences.
  • Pursuit of Excellence | We continually strive to exceed the expectations of our people and our clients.
  • Accountability | We take responsibility for individual and collective actions.
  • Collaboration | We work together to achieve collective and individual goals.
  • Passion | Our energy and enthusiasm are contagious. We are inspired to make a lasting impact.
Our Work

Number one, cash is king... number two, communicate... number three, buy or bury the competition.

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The quest for growth

Before you can really start setting financial goals, you need to determine where you stand financially !

greythinMergers & 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.

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