This module covers the fundamentals of Mergers & Acquisitions:

• Deal types: What are the different types of transactions that you can use in M&A? There is a whole range of deal types and deal continuum that we look at, e.g. the full spectrum from minority stakes to full acquisitions, various ways to arrange a merger, leveraged buy outs (LBOs), initial public offerings (IPOs), divestitures, spin-offs, equity carve-outs-
• M&A Process: The program covers both perspectives from a buyer’s perspective (buy side) and from a seller’s perspective (sell-side). We explore how to seek buyers or potential targets (long list & short list) and how to run a sale in various ways (negotiations and auctions).
• Strategies for M&A: We dive into the strategies for Megers & Acquisitions. How can you create competitive advantage through M&A, divestitures and equity alliance?
• M&A Negotiation: How can you prepare for the negotiation phase? What are ways to arrange a value creating deal?
• Introduction to Due Diligence: How do you prepare for and execute a smart Due Diligence to assure value creation? What are the different areas that can be covered in the Due Diligence process?
• Success Factors in Transactions: We explore the success factors and key challenges and mistakes to avoid. Which M&A tactics work in which industries?
• Takeover Strategies and Defence Tactics: How can you prepare your company against a hostile takeover attempt and reduce potential threats? Which are the defence mechanisms that you can put into place and how affective are they? Which ways exist to acquire a business successfully in a hostile way?

In this module, you will learn how to set up and execute the integration and look at the following issues:

• M&A deal types, implications for integration and key success factors: value maximization in M&A; acquisition climate and target resistance; directions of M&A integration; dependencies between the acquisition strategy and degree of integration; key success factors in M&A dynamics
• Integration Governance: Governance structure including Steering Committees, Integration Management Office (IMO), work-streams (functional and others), roles & responsibilities; integration design & implementation on day 1 execution; mobilizing the IMO; integrations as professional project management; handover from transaction team to integration team
• Integration Planning: Integration principles and planning directions; business goals and integration activities; integration playbooks
• Integration Process Models: Compact model; sub-project model; process model; hybrid model; development and tracking
• Balancing Integration activities and day-to-day business: business as usual challenges in integration; how to keep the focus on day-to-day business; clarification on key customer journeys; the role and benefits of quick wins

In this module, you will explore the drivers, challenges and key activities for the integration with respect to the different business functions, such as

• Marketing & Sales
• Finance
• Human Resources
• Information Technology

The module on Change Management will specifically address these issues in the deal environment and how to bring change successfully to organizations in the post acquisition or merger phase.

• Challenges in Change Management and M&A: Why it is needed and how to overcome the merger syndrome? How to deal with individual employees and groups in their different status in the integration journey? Factors needed for successful change. The general syndromes of resistance to change and how to overcome them.
• Day 1 and Change Management: The psychological shift in the M&A process from pre-deal to Day 1. The different dimensions and transition. Important work-stream considerations for Day 1.
• Cultural Assessment and Integration: Dimensions and categories of cultural assessment. Types of cultural integration. How to integrate the different business functions, e.g. Sales & Marketing, Finance, HR, etc.
• Communication: Pre-closing and post-closing communication. Internal and external communication in integration. Stakeholder expectations and management.