What factors contribute to a successful merger before—and after—the integration?
It should come as no surprise that a company with a clear purpose for doing each deal and an actively managed M&A process will greatly increase its chance of completing the right deal and avoiding the wrong one, all the while building sustainable value and minimizing risk. Under Sarbanes-Oxley, there are new challenges to be weighed with each potential M&A transaction. We invite you to learn from our experience in the following collection of articles and reports.
Tax M&A news - September 2008
PricewaterhouseCoopers mergers & acquisitions group's newsletter on mergers and acquisitions taxation.
Speed of integration improves M&A success: PwC M&A integration survey report 2008October 2008
The period from deal announcement through the first 100 days post close proves to be crucial to deal success, with higher levels of deal performance achieved when certain integration tasks were started and completed within that timeframe. When organizations understand the interdependencies of integration initiatives—and speed up the execution of these activities—they can stop leaving deal value on the table and start delivering greater return to their stakeholders.
2008 US aerospace & defense M&A insights - August 2008
The first edition of the 2008 US aerospace & defense M&A insights report. In the past decade, the US aerospace and defense (A&D) industry has evolved from consolidation of like businesses to acquisition of complementary services, spurred by 9/11, wars in the Middle East and increased focus on national and global security. Complementary businesses include IT and security consulting; software, surveillance, global positioning and communications equipment and services; maintenance and aftermarket services; and critical materials and resources.
Changing winds: A wave of partnership, acquisitions and deals bring money back to biotech VCs - August 2007
This
KnowledgeLine explores the consolidation mania sweeping through the biotech industry: a trend that is already transforming how life sciences companies secure the resources needed to build sustainable businesses and develop innovative medical products.
Insurance mergers and acquisitions - July 2007
A discussion of insurance tax problems inherent in reorganizations, reinsurance transactions, spin-offs, dispositions, public offerings, and capital issues, such as demutualizations, and the formation of mutual holding companies
New voices in M&A: The evolving role of finance and accounting professionals - June 2007
Instead of relying solely on resources from the corporate finance staff for help with acquisitions, companies are setting up teams of finance specialists who are entirely or largely dedicated to M&A.
Deal Flash!: Why financial reporting valuation matters on private equity deals - April 2007
Because private equity investors do not always incorporate pure GAAP financial metrics in valuing a target upon acquisition or exit, financial statement presentation may not be one of their top priorities. But those who have sustained a surprise hit to earnings or EBITDA, or had a closing or exit delayed because of financial reporting issues may think differently.
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