MAF
Showing 81–96 of 244 results
-
Ask the Advisor – Q. Do I need a fairness opinion for my M&A deal?
October / November 2014
Newsletter: Merger & Acquisition Focus
Price: $225.00, Subscriber Price: $157.50
Word count: 415
Abstract: This issue’s “Ask the Advisor” column looks at fairness opinions. In the right circumstances, they can enhance a deal’s appeal by reassuring stakeholders that the transaction’s terms appear to be fair from the perspective of a “neutral” third party. But there are also situations in which obtaining a fairness opinion isn’t necessary.
-
Intellectual property: Get what you’re paying for
October / November 2014
Newsletter: Merger & Acquisition Focus
Price: $225.00, Subscriber Price: $157.50
Word count: 666
Abstract: Intellectual property (IP) plays a significant role in the value of many businesses, yet selling companies aren’t always careful to ensure that they actually own their patents, copyrights, trademarks and trade secrets or that licenses are transferable to a new owner. This article explains how business buyers should thoroughly vet their targets’ IP assets and make sure the purchase includes clear title to everything.
-
Taking data privacy seriously – If you don’t, your buyer certainly will
October / November 2014
Newsletter: Merger & Acquisition Focus
Price: $225.00, Subscriber Price: $157.50
Word count: 831
Abstract: Companies that aren’t fully up to date and compliant with data privacy regulations can hit major hurdles during the M&A due diligence process, adversely affecting the sale price. This article describes some of these regulations, while a sidebar lists “personal information” that, if breached, can result in fines or lawsuits.
-
Is it time for a spinoff?
October / November 2014
Newsletter: Merger & Acquisition Focus
Price: $225.00, Subscriber Price: $157.50
Word count: 610
Abstract: The current market is particularly receptive to spinoff deals, but spinning off a division or subsidiary can be a tricky process, requiring finesse during negotiations and postsale integration. As a seller, it’s important to not only get a good price for the subsidiary, but also minimize any negative impact on remaining holdings. This article discusses the factors that can affect a company’s decision to do a spinoff and why it’s easier to sell a standalone subsidiary than an internal division.
-
Ask the Advisor – Q. Should I sell my company now that the market has picked up?
August / September 2014
Newsletter: Merger & Acquisition Focus
Price: $225.00, Subscriber Price: $157.50
Word count: 417
Abstract: After nearly a decade of disappointing M&A market activity, 2014 looks to be that rare thing: a boom year. If sales momentum continues into 2015, many prospective sellers could benefit. This column lists several promising economic indicators and notes that higher deal volume might work to the advantage of sellers.
-
Take the money — and stay – Partial sales provide owners with options
August / September 2014
Newsletter: Merger & Acquisition Focus
Price: $225.00, Subscriber Price: $157.50
Word count: 628
Abstract: Selling a business doesn’t have to be an either-or proposition. Many buyers are interested in taking only a minority stake in a company — which allows owners to raise new capital and retain some control of their business. A partial sale may also be a good way to gain valuable strategic advice and receive a capital infusion. This article describes two types of partial sales, along with the benefits and potential pitfalls of such a sale.
-
Writing your M&A playbook: A strategic exercise for sellers
August / September 2014
Newsletter: Merger & Acquisition Focus
Price: $225.00, Subscriber Price: $157.50
Word count: 834
Abstract: Business owners thinking about selling should consider assembling an M&A “playbook.” As this article describes, a playbook is a critical self-assessment of the company’s key selling points and possible weaknesses. It should examine the company’s strengths, weaknesses and market position, so management can identify problems to be fixed and then develop a selling strategy. A sidebar talks about how sellers should also use their playbook to review and rank prospective suitors.
-
Why buyers should give sellers a stake in the deal
August / September 2014
Newsletter: Merger & Acquisition Focus
Price: $225.00, Subscriber Price: $157.50
Word count: 666
Abstract: Business buyers can be so intent on achieving their own strategic objectives that they downplay or ignore possible roles sellers may play postmerger. That could be a mistake. When sellers are given financial incentives to help close and integrate a deal, its long-term prospects generally improve. This article explains how buyers can incentivize sellers with earnouts.
-
Ask the Advisor – Q: Will the new reporting method for goodwill affect my company’s merger?
June / July 2014
Newsletter: Merger & Acquisition Focus
Price: $225.00, Subscriber Price: $157.50
Word count: 402
Abstract: The Financial Accounting Standards Board (FASB) has issued an Accounting Standards Update that provides private companies with an alternate method of reporting goodwill under Generally Accepted Accounting Principles. Adopting FASB’s standard could reduce the cost and complexity of preparing financial statements. But as this column suggests, the alternate method may prove troublesome if a private business is subsequently acquired by a public company.
-
Why sellers shouldn’t go to their M&A deal “sick”
June / July 2014
Newsletter: Merger & Acquisition Focus
Price: $225.00, Subscriber Price: $157.50
Word count: 609
Abstract: It may be tempting to think that selling a troubled company will solve issues such as entrenched employee conflicts or a deteriorating market position. But going into an M&A deal “sick” can lead to all sorts of transaction problems that could cause it to collapse. This article offers several steps that can help selling companies present a more positive image.
-
Treat salespeople like the valuable assets they are
June / July 2014
Newsletter: Merger & Acquisition Focus
Price: $225.00, Subscriber Price: $157.50
Word count: 606
Abstract: Knowledgeable, experienced salespeople with strong customer relationships are worth their weight in gold. So it’s important to avoid alienating this valuable group of employees during the integration stage of an acquisition. This article explains how to convince sales staff of the merger’s merits and involve them in the planning process.
-
Integration managers – Still points at the center of chaotic acquisitions
June / July 2014
Newsletter: Merger & Acquisition Focus
Price: $225.00, Subscriber Price: $157.50
Word count: 872
Abstract: Acquiring a company requires enormous time expenditures — more than most inexperienced business buyers realize until they’re in the middle of a deal. So buyers may want to appoint an integration manager (IM) to oversee the myriad details involved in an M&A. This article describes the role of the IM as the point person for the period between the successful close of deal negotiations and the completion of integration. A sidebar discusses where to look for employees with the skills and experience to serve as an IM.
-
Ask the Advisor – Q: What should a company do when its CEO and CFO disagree over an M&A?
April / May 2014
Newsletter: Merger & Acquisition Focus
Price: $225.00, Subscriber Price: $157.50
Word count: 421
Abstract: The interests of chief executives and boards of directors often clash with those of CFOs — particularly when it comes to M&A transactions. For an M&A deal to succeed, a company needs to reconcile both points of view. This article discusses how to craft a deal that doesn’t sacrifice financial integrity for strategic ambition (or vice versa).
-
Making your cross-border M&A work
April / May 2014
Newsletter: Merger & Acquisition Focus
Price: $225.00, Subscriber Price: $157.50
Word count: 627
Abstract: International companies can offer great growth opportunities for U.S. businesses seeking buyers. However, foreign buyers aren’t always familiar with U.S. regulations and legal obligations. So the domestic company may have to act as the buyer’s translator, helping navigate the intricacies of the cross-border deal process. This article explains how increased interest from China and other countries can be beneficial, but points out some of the legal, tax and cultural issues that should be addressed during the M&A process.
-
MAC to the rescue? When buyers should claim a material adverse change
April / May 2014
Newsletter: Merger & Acquisition Focus
Price: $225.00, Subscriber Price: $157.50
Word count: 605
Abstract: A lot can happen on the way to an M&A closing, including dramatically weakened performance, undisclosed issues, or other negative events at the target company. A material adverse change (MAC) clause can, in some circumstances, help buyers escape a bad deal. However, it can also lead to litigation and financial consequences. This article discusses the kinds of adverse events a MAC clause can cover.
-
M&A deal structure: Basics for buyers and sellers
April / May 2014
Newsletter: Merger & Acquisition Focus
Price: $225.00, Subscriber Price: $157.50
Word count: 918
Abstract: Every M&A deal is unique, but they all involve one or a combination of three basic structures: stock purchase, asset sale or merger of companies. Making the wrong choice could lead to negotiation difficulties and tax disadvantages and could even prevent a deal from closing. This article explains the basics of each type of structure and the pros and cons for both buyers and sellers. A sidebar focuses on each structure’s tax advantages and disadvantages.